Report of The Church in America

Leadership Roundtable 2004 at The Wharton School

July 9 and 10, 2004 Philadelphia, Pennsylvania

Report of The Church in America

Leadership Roundtable 2004 at The Wharton School

July 9 and 10, 2004 Philadelphia, Pennsylvania

Table of Contents

Introduction...... 1

Opening Comments ...... 3

Panel Discussions and Breakout Sessions...... 7 Panel Discussion...... 7 Challenges and Opportunities in Governance and Acountability for Institutions in Transition Panel Discussion...... 11 Canon Law: Possibilities and Issues Relating to Governance and Accountability Breakout Session...... 15 Developing an Optimal Pastoral Governance Model and the Role of the Laity Breakout Session...... 21 Identifying Key Issues and Ideas Relating to Management of Human Resources Panel Discussion...... 27 Alternative Perspective: How Other Countries and Religions Approach Governance/Human Resource Issues Breakout Session...... 31 Identifying Key Issues and Ideas Relating to Management of Financial Resources

Conclusion...... 37

Recommendations ...... 41

Acknowledgments...... 51

Appendix A: Participants...... 53

Appendix B: Conference Agenda...... 63

Appendix C: The Standards for Excellence: An Ethics and Accountability Code for the Nonprofit Sector ...... 65

Appendix D: Governance, Human Resources, and Finances: Findings from Recent Research on American Catholics...... 75

ftemeig okpaei lnr eso.Luncheon panelseach day provided part session. took themeetings place inplenary of only thefirstandlast To to forRoundtable contribute, maximize 2004participants theopportunities inJuly 2003. D.C., the Church hierarchy in Washington, members of lay leaders with andclerical ing of pilotmeet- inasmaller, Leadership The Roundtable 2004haditsorigins CatholicChurch. theU.S. of andmanagement andfinancialstructures human resource, discuss ways to strengthen thegovernance, andnonprofit worlds to corporate, theChurch hierarchy leadersfrom thereligious, with members of 2004)atThe Wharton School in 9–10, meeting (July Church The in two-day LeadershipAmerica Roundtable heldanextraordinary Against thatbackdrop, and effectively. itisto pursueitsmissionresponsibly andprofessional know-how available if creativity, human talent, theChurch must tapinto thoseresources andinto thebest Like allcomplex enterprises, to resolve. andtechniques problems managementprinciples have thatmodern beendeveloped of the sametypes Themagnitud thenation’s largestcorporations. of would almost$100billion becomparable insize andscope to those employees budgetsof andoperating theirmore thanonemillion diocese were every addedtogether, theresources of If and individuals. autonomous civilly member dioceses isacommunion of fied asanationalchurch head, underasingle uni- notjurisdictionally although TheChurch in America, structure. organizational has aclearlyvisible theRoman CatholicChurch instituted divinely byThough Jesus andguidedby theHoly Christ Spirit, Introduction the exercise of Episcopal authority and a necessary means of strengthening thatauthority.” strengthening meansof andanecessary authority Episcopal of the exercise requirement of butasanintrinsic governance, modelof democratic concession toasecular andshared asa shouldnotbemisunderstood responsibility consultation participation, of structures better tocreating acommitment communion, “Within of ecclesiology asound oeJh alI oUS ihp,Spebr1,2004 September 12, bishops, — Pope John Paul IIto U.S. e and complexity of these operations posemany theseoperations of e andcomplexity of hldlha Thisconference brought together Philadelphia. i

Introduction 1 Introduction 2 hi oenne ua eore andfinancialmanagementsystems. human resource, their governance, these groups too candiscusshow to improve In thisway, CatholicBishops (USCCB). Conference of theUnited States andcommittees of diocesan councils, be available councils, to parish individual theRoundtable presentations will of all of DVDs providing highlights helpfulrecommendations, ally inadditionto anditsmanageri- thisreport Therefore, outcomes notbelimited to will theevent itself. TheChurch in LeadershipAmerica Roundtable 2004are determined thatthepositive Organizers of andlaypeople. religious, priests, leagues —bishops, isdesigne thisreport, onpage41of which begins recommendations, complete The listof theChurch. theirpotential to improve of theoperations of and21 lems, theChurch isto effectively address itsprob- urgencyif asenseof recommendations —thosecarrying into divided 27 are They further andparish. diocesan, national, at itsthree fundamentallevels: theCatholicChurch of structures initial roadmap forstrengthening andmanagerial theorganizational recommendations These are an buttheirabidingfaithandlove fortheCatholicChurch. participants, andmanagementacumenof finance, in LeadershipAmerica Roundtable reflect notjustthebusiness, TheChurch The recommendations forchange thatultimately flowed from thelengthy discussionsof vocations. the andthedeclineof theweakening influenceChurch’s of message, andmoral doctrinal secrecy, apervasive culture of clericalism, reaching of ramifications thefar- amongChurch divisions includethedeep-seated ideological They members, ly beaddressed. issuesthatmust ultimate- fundamentalcultural theyear before) wasthenumber of Another dominantthemethroughout thediscussions(asin D.C., Washington, theselevels. atbothof practices” thebreakout sessionstook astheirfocus “best many of Indeed, levels. both thediocesan andparish strength andexcellence managerial at across thecountry there are islandsof discovered, As participants Appendix D. from andFinances: Recent Findings Research on American Catholics Resources, theRoundtable included reading inadvance sentto material participants of longer term recommendations interms —thosethatare lesstimelybutnoimportant o rsnaint h niefml fCatholiccol- d forpresentation to theentire familyof reproduced here as , oenne Human Governance, priority that welcome are my co-coordinators and sponsors, especially our friends from ourfriends theboards especially andstaffsof: that welcome are my co-coordinators andsponsors, Welcome Joining mein to theChurch in LeadershipAmerica Roundtable 2004atthe Wharton School. Boisi Geoffrey T. Opening Comments gmn tteprs,doea,andnationallevels. diocesan, agement attheparish, aswell ashuman andfinancial resource development andman- and accountability, decision-making, governance, ourfellow onthetopics Catholicsaround of thecountry of invigorate theimagination multimedia vehicle to we want to create areplicable, Specifically, andtheLay Review Board. Council, theNational Advisory theLaity, able recommendations to offertheUSCCBthrough itsCommittee of action- concrete, Ourgoalover thenext two days is to of develop aseries share theirexperiences. will ourBrothers from especially inChrist otherchurch denominationswho We thanktheminadvance, presenters to challenge ourthinking. panelistsandbreakout group of talent-filled We havewe have astellar, plannedastimulating two days. We think you know thatthisisaworking conference. you have doneyour pre-reading assignment, If much appreciated. andvery to crucial oursuccess, andcooperation ismuch needed, insight, today —your leadership, thanksto joinus thebishopswho note special A of and West Coast —your dedication isinspiring. those particularly We allthankyou forbeinghere, AIA mostnotablyFrank Butler • FADICA, • n u ot rmWatn especiallyDeanPat Harker And ourhostsfrom Wharton, andHarvard University Sachs &Co. Goldman, • Tom Healey of baseball commissioner authorandformer of • Fay Vincent, Lazard Freres • Jonathan O’Herron of McKinsey &Company • Fred Gluckof • ThomasMore Saint andCenter CatholicChapel • Raskob The Foundation • Father DonaldMonan from Boston College anditsCenter forReligion and American • • America Kerry Robinson Public Life Commonweal aaie ledby Father Tom Reese magazine, and Margaret Steinfels h aecm rmoesa,Cnd,theSouth Canada, who have come from overseas, a ae ledby Father BobBeloinand at Yale,

Opening Comments 3 Opening Comments 4 rpi esetv.Nominees comprised: perspective. graphic inclusi theinvitationknowing listwaspurposefully You shouldtake in comfort spanourCatholicleadershiplandscape. theRoundtable participants, You, mn atesi hit We allgenerally inChrist. among partners meeting ismeantto This beadialogue opennessandcandor. Wein apositive way. come of all inaspirit We are allhere today becausewe love ourfaithandpassionately wantto helpourChurch move forward andconcrete. becrisp please, but, thebox,” to think “out of your with ideasandsuggestions, risks to take We wantyou to beopen, aspossible. asspecifically andcreativity opinions, expertise, rience, share Then your expe- nonprofit worlds reflecting ontheirsuccessful approaches to theissueswe face. from thecommercial thebestandbrightest and from andthento thecommentary someof life, we anddiocesan bestpractice could onparish findaround thiscountry listen to theexamples of First, dowe what want So, available inthefuture after we getfeedbackfrom you. the sessionsprivate would engendermore open butfeltkeeping usafter oursessiononSaturday to respond to questions, group of asmall meet with we have to alsooffered “secrecy,” thepress theopportunity To avoid of by assertions beingdistracted theUSCCBorhave thepastthree years. beenelevated within onacommitteeserve of we offered 500lay leader andreligious All told, cal, are not sweeping generalizations, but directed to some, both lay and cleric, who have who notlived up bothlay andcleric, butdirected to some, are notsweeping generalizations, cal, We come stipulating thatany statement madetoda ushave encountered before inoursecularlives. anddealtwith of which many The goodnewsisthatthese are allmanmade problems thatare basicmanagement issues, edr agn rmhaso eiiu reso e n oe otelaeso the menandwomen to theleadersof orders religious of from headsof leadersranging • Supreme justices Court andphysicians • university presidents andtheirboard chairs andcommunications fields healthcare, • CEOsfrom thebusiness, • from leadingtroops inIraq Catholicgenerals to leaders ranging theboard chair and Dionne • from thinkers George ranging Weigel to E.J. theFaithful • from OpusDeito leadersranging the Voice of • leadership challenges thatmust beaddr • realities thatare demographic uponusandneedemergencymeasures • severe communication thatcontinue gaps to create polarization • problems andcredibility morale • t icn ePu oit,Ctoi eifSrie,andtheCYO Services, Catholic Relief Vincent dePaul Society, St. theHumanitas Foundation executive director of on theChurch’s financialhealth you to do? to recognize thatwe have clearinstitutionalissues: oiain.Another 150went to bishopswhoeither nominations. essed —allculminatinginanegative impact icsin h ie lp fspeakers may bemade clipsof Thevideo discussion. y, particularly thosethatatfirstblushappearcriti- particularly y, efo egahc hlspia,anddemo- philosophical, ve from ageographic, It seemedfittingto planningtheRoundtable uswhen thatwe should: concepts.less comfortable butthere to tests shouldbenolitmus raise onthosewilling bedisagreements, There canandwill tions. suggested solu- analyze theissuesfrom we rationally basisandprobe afactual theconsequences of if Progress canbemadeonly only way to attackourproblems isto lookatthemfrom view. a360-degree the Recognizing thatwe somepositionorsuggestionsoffered, may with notagree suggestions made. There of shouldbenoinhibitionsontherange tive andcentered onsearching andexcellence. fortruth come thegreatest insights from debate —aslongitisconstruc- We allknow someof is agoodthing. andacknowledge andaccept thatrespectful debate issaidover inwhat and wisdom thenext two days, thought positive kernels of lookto all findtheconstructive, we will Itrust to effectively. theirobligations xet aho s seilytoei edrhppstos to holdourselves standards to of the highest those inleadershippositions, especially us, each of expects We have thatHe alsobeentaught thoseHe leadsand serves. of valuesandaspirations the highest personifies who He istheultimate leader” “servant includingleadership. ourlives, many dimensionsof Jesus isthemodelforso Christ andgenuine communication. intent andaction, of integrity ability, Trust ly believe —thatrelationships are built ontrust. We have —andIfirm- beentaught andby guidance. providing leadershipandreligious moral service, and integrity to by leadfaithfullives helpingthelaity of parishioners, developing arelationship with providing pastoral care by We return to missionof thecentral alsoneedto helpourleadersandclergy adage actingandmakingdecisionsbased onthe andthatwe needto of gobackto ourbasicprinciple to Jesus, need to remind ourselves andourleadersthatthe instit We butIbelieve we needto foster thatattitudeintheCatholicChurch today. I don’t know aboutyou, anddaring. caring of questions inthespirit —whoaskuncomfortable believers whocare true somuch to challenge thestatusquo” of the truest for leadersto “challenge to thepeople bebetterchange were butembrace thanthey it,” andto accept forleadersto “not fear Daring,” Shechallenged usto a of “Spirit aboutthismeetingtoday. thought achord measI Shesaidsomethingthatstruck with anIvy League university. woman president of Judy wasthefirst Incidentally, after anincredibly successful 10-year run. president, departing Rodin, Judith Pennsylvania forthe farewell speech of Iwashere attheUniversity of weeks ago, A couple of .Me ttecutysfrtsho fmngmn,laesi,adgvrac,which is andgovernance, leadership, management, Meet atthecountry’s firstschool of 3. theDeclaration freedom —thehomeof Getbackto basicsby coming to of thecradle 2. “Brotherly Love.” Come to of theCity 1. “Ad gloriam” Dei majorem and foundingfathers. thecountry’s mostcreative statesmen oneof diplomacy by inthefootsteps following of Ben Franklin’s educationalcreation wasafittingplace to inspire and ourimagination We alsofeltthat theChurch. we must rekindle theexpertise forthegoodof of symbolic and accountability. checks andbalances, transparency, empowerment leavened by concepts of andwhich offers which connotes thenation’s entrepreneurial spirit, Independence, of o h rae lr fGod. of — forthegreater glory requires truth, personal credibility andaccount- personalcredibility requires truth, utional Church uscloser issupposedto bring

Opening Comments 5 Opening Comments 6 tog powerful force forgoodinChrist’s name. strong, sowe canrestore trust ourChurch asa place inourhearts to itsrightful recapture thatrelationship of Let’s work together to to contribution make. ushasanimportant Each of order. short lems invery we could solve allourprob- andreligious, theCatholicChurch itslaity didthatwith theleadershipof If agement thecourage to actontheiradvice.” instillintheman- andthird, acreative come upwith will because they solutionto almost any give problem; themtheconfidence to up, speak second, too; reassure themthatthisistheircompany, first, My jobandyours asleader is threefold: to thecustomers andlisten to theemployee ontheshopfloor. “Listen heleanedover andsaid, In response to aquestionIasked aboutthekeys to hissuccess, mostsuccessfulworld. businessmaninthe thentherichest, Walton, Mr. with Arkansas, ner inBentonville, my businesslifewas athree-hour din- themore interesting evenings of Oneof Sam knowing Walton. In In empowered. and energized, to butrather beembraced, andignored, mistrusted, isagroup notto befeared, The laity andteamwork. dialogue, accountability, through openness, above all, and excellence must berestored, integrity andasenseof thatrelationship between trust In order to solve theCatholicChurch’s problems, institutions —andthe especially religious to inourinstitutions— provide isnecessary This andtrust credibility andexcellence. integrity America magazine, Fred Gluck asks if the Church might learn from Wal-Mart. I had the privilege of hadtheprivilege I theChurch from learn might Wal-Mart. Fred Gluckasksif magazine, relationships are uponwhich they based. Archbishop William LevadaArchbishop William Dean Patrick Harker S.J. DonaldMonan, J. Rev. Frederick Gluck Richard Syron Archbishop WilliamLevada PatrickDean Harker (Moderator) Accountability forInstitutions inTransition inGovernance andOpportunities Challenges and Panel Discussion xeinet ero h ua ak htspottedvn ups ftheChurch. of purpose experience thedivine to bearon thehuman tasks thatsupport and ouringenuity Thiscan beaccomplished thebestof by bringing promotesmission butrather it. Members must seekto ensure thattheChurch’s human doesnotimpedeits structure elements. accountability aChurch shouldprompt anopendialoguewithin thathasbothhuman anddivine governance and It’s areasonable thattheissuesof corollary gifts. butfortheirspiritual skills, It thatChurch shouldcome fortheirmanagerial asnosurprise leadersare notchosen primarily ous trouble. to naval-gaze begins an organization —to lookonlyinward andforgetitsmission—itis inseri- Once second The key to success isbeingmission-centric. co-production effectively to work. of spirit So andtheconsumer. production between itself Any that’s service provided today by acompany isreally aco- bythe organization itscustomers. Real of ownership meansfull transparency well beyond disclosure. andfull thorough reports thatgoes Oneistransparency There are two keys to successfully addressing thisproblem. and theirhistory. how to create amore openandsustainablegovernance to theirmission staying true while structure have hadto come with to grips bothfor-profit andnot-for-profit, afterOrganization organization, CatholicChurch. inrecentIssues from crises arising years various are notuniqueto theU.S. me nondenominationalchurches have putthat

Panel Discussions and Breakout Sessions 7 Panel Discussions and Breakout Sessions 8 Richard SyronRichard o aet aeteognzto omte hthpes htteognzto sscoac,then issacrosanct, thattheorganization you have to save no matter happens, theorganization what When you believe firmly exist to they amission. serve don’tOrganizations exist to themselves; serve I believe the Church faces platform. aburning are thatthings notgoingto getbetter. realization thatyou cannotkeep goingonthe way you have, GE president] position that [former Jack a — Welsh referred to asthe platform” “burning kind of Changedoesn’t occur unlessyou’reAn inthe even questionishow tougher you motivate change. milestones. want they People aren’t justpromises; satisfiedwith ground to show you are aboutchange. you serious have to putmeasures onthe Just asimportantly, andbusiness-wise. organizationally, ally, It’s goodspiritu- you have to face upto itandpubliclyadmityour mistake. When isdone, awrong organizations. theChurch thatIdon’t seeintheseother andcomplexity to there themissionof isavariety ing, from andeducationalinstitutions, corporations would they welcome theoppo As forthebishops, pastoral councils level. forparish Thesamewould attheparish betrue thediocese. ongoing work of accountability thediocese forthe andensuring great vehicle forassistinginthegovernance of thenthediocesan pastoral council could bea thathappenedonaregular basis, If those goals. of andaccountability inevaluation forachievement structuring andof thediocese orparish, goals of and creating andupdatingthevision of pastoral planning, theongoingwork of mission, assigned astheir shouldhave, They believeally thisisbecausethelaw implementingthemistoo vague. Iperson- pastoral councils have notbeenassuccessful levels, ateitherthediocesan ortheparish If a$20millioncapitalcampaign. tations, expec- all against SantaRosa sothatitwasableto complete, thediocese of of financial credibility have They taken theinitiative andrestored the itsfinances. municated to thediocese thestate of have They successfully com- in my year asapostolic wasappointthose 19individuals. administrator I’ve since beentold by Bishop Walsh thatthebestthingIdid toappointments thefinance council. Imade19 From these, thediocese. goodreputations fromto with melaypeople thesixcounties of Iasked theconsultors to recommend SantaRosa [California], tolic inthe diocese administrator of After beingappointed apos- theChurch. of The finance councils have donegreat work onbehalf thepastoral councils. of inthedeliberations and participates thebishoplistens if inotherwords, dialogue; there isatrue great if these bodiesispotentially very influence The of anddedicated to theChurch. responsible, are who talented, andpriests laypeople andthatthesebodiesshouldbefilledwith council finance andparish council level), attheparish pastoral andtheparish andthediocesan finance council atthediocesan level, san pastoral council, thedioce- priests, theirdioceses (thecouncil of to assisttheminthepastoral care andgovernance of theconsultative anddeliberative bodiesestablishedby canonlaw toand learn make greater useof theNational Review Board saidthebishopsshouldtrust In itsrecommendations thispastFebruary, noa ste r plcbe But broadly speak- areinsofar asthey applicable. rtunity to apply the insights andbestpractices to applytheinsights rtunity Frederick Gluck 2. Large numbers of laypeople with therequisite andexperience must beinte- with training laypeople Largenumbers of 2. CatholicBishops must about thenec- take theleadinbringing Conference of TheU.S. 1. three things must firsthappen: though, For to things improve, faithandmorals. inmatters of thePontiff of authority the orchallenging contravening canonlaw, thebishops, of theauthority undermining without The pointisthatthere are many ways to govern andmanagethatcould beappliedto theChurch future leaders. and to ensure thedevelopment of painstozations take ensure fair extraordinary theseorgani- however, Unlike theChurch, Church —are heldtogether by powerful shared values. andbusinessunitsenjoy tremen partners vidual Many modelinwhich today indi- firms operate underapartnership leadingservice management. butitisnotnecessar The Church isnotacorporation, theChurch’s reputation hasdeclinedprecipitously asaresult of Market position: • located inaforeign coun- alargeenterprise of theChurch isasubsidiary Governance: • unco- theprocesses fragmented, forfinancialmanagementseemto behighly Finances: • aneffective human resource theChurch lackseven of therudiments Human resources: • its governance andmarket position? human resources andfinances, about theU.S CatholicChurch respect to with itsmanagementof What would aMcKinsey consultant observe ing itsapproaches to governance andmanagement. The Church to improve opportunities hassomegreat itseffectiveness andefficiencyby moderniz- continuously from we talkingaboutwhat learned experiences. ourown saddle, underthe aburr butwe canbealittlebitof What canwe asthefaithfuldo?It isn’t apleasantrole, andithasto accountability includepersonal forindividuals. need to have plan, anaction introuble Organizations your missionandthat’s decline. you when asharp begin you of losesight grated into positions of real authority andresponsibility. real authority into positionsof grated to doso. ing itself including reorganizing andrestructur- changes ingovernanceessary andmanagement, infallibility. theinstitutionorbelieve inits thefaithfulnolongertrust andmany of recent scandals, status quo. committed amanagementhistorically with to resisting change andmaintainingthe try andmuch too underdeveloped thecurrent problems. to dealwith ordinated, management system theneedforitisgreatest. atatimewhen and equitable evaluation of individual performance, individual of and equitableevaluation dous autonomy. These organizations —like organizations These the dous autonomy. y to modelto adopt acorporate improve its

Panel Discussions and Breakout Sessions 9 Panel Discussions and Breakout Sessions 10 e.J oadMnn S.J. DonaldMonan, J. Rev. .Each bishopmust commit to restructure hisdiocese consistent and thefindings with 3. pation inmanagement. andtheChurch would have much in introducing lay flexibility partici- many modelsare available, from thatexperience Indeed, befaster. will thanksto theuniversity experience, but, begradual, will undertaken, if Changeingovernance, the Church asit wasattheCatholicuniversities years ago. andmanagementprofessional skillsisatleastasgreat in wisdom theneedforpractical Thus, mismanagementinotherareas. lation asto degree of to specu- hasserved raise thesexual abusecrisis Themismanagement of management techniques. Few have extensive orexperience in training to Rome. notinlaw, if constraints culturally, strict dioceses. theindividual formance culture within littleper- andvery Yet atthenationallevel, there isnomanagementauthority in rations America. thelargestuniversities andcorpo- Dioceses andtheoverall Church have thesize andcomplexity of ourmixed andlay clerical board. power of There issimplynoway we could have madetheprogress we didatBoston the College without andthattheirmanagementismore professional. andCatholiccharacter are now stronger, ing, financ- —thattheacademics, ongoverning layity participation boards —andacommon belief acommon result —major- though, There was, model. andthere wasnosingle Change wasgradual, institutions. their them by were Church theirdependence progress on higher impedingtheforward authority of were they aware thattheconstraints puton Moreover, insize andcomplexity. sorapidly changing andprofessional to skills manageinstitutionsthatwere management, wisdom, practical er baseof theseschools becameaware neededabroad- thatthey Why change? Thepresidents thisradical of lay themwith majorities. mostof trustees, colleges anduniversities boards hadintegrated of al By 1972, exclusively orreligious. eitherclerical leges anduniversities provide agoodexample fo Catholiccol- U.S. The changes thattook place more than30years of agointheleadershipstructure their pastoral mission. out to carry andthelaity andreenergize theclergy theUSCCB, recommendations of oa.I 90 allCatholiccollege boards were In 1960, r today. 8Jsi olgsad9 ecn fallCatholic l 28Jesuit colleges and90percent of ihp,tog ut uooos are under quite autonomous, though Bishops, Msgr. John Strynkowski John Msgr. GuidoCalabresi Hon. NicholasDean Cafardi RSM Sharon Euart, Sr. John Strynkowski Msgr. Guido Calabresi (Moderator) Hon. Governance and Accountability Possibilities andIssues Relating to Canon Law: Panel Discussion agreement inmattersagreement opento discussion.” leadingthemto ponder ontheother, on theonehandunitingthemand, pastors andthefaithful, communion dialoguebetween encourage afruitful of andspirituality theology “The He wrote, ing. It istheneed to listen thatthePope isencourag- ourstructures. communion to of underlieall of He foraspirituality alsocalls probably thefirsttimeadocumentfrom Rome hasusedthatphrase. — He callsforlocalchurches to engagein “pastoral provides ananswer. planning” 2001, 6, January publishedon theThird Millennium,” “At John Paul of theBeginning II, thepontificate of ments of themostsplendiddocu- how canwe make thathappen? Oneof From standpoint, atheological is then, to buildonwhatwe have incommon. Thegreat challenge, thesameEucharist. all, mostof and, thesamesacraments same faith, the thesamescriptures, one baptism, oneLord, that meansiswe have somuch incommon: theSecond WhatVatican Council theChurch wasto describe asacommunion. of The great insight theChurch. ness of Thiscontributes to therich- localness(even Popes come from localchurches). had thatelementof TheChurch hasalways Successful businessesare thosethatrespect localconditions andinitiatives. bothhierarchical andparticipatory. canon law reasons, The questionbefore that thispanelis what andcredibility. institutionisto ensure bothitsintegrity governance inany kindof A key tenet of means for an institution that is, for theological and fortheological means foraninstitutionthatis,

Panel Discussions and Breakout Sessions 11 Panel Discussions and Breakout Sessions 12 Dean NicholasCafardi RSM Sharon Euart, Sr. God have. thatthepeopleof thismeansrecognizing thegifts Allof consensus onwhatneedsto bedone. how sothatwe learn to listen andhow to from learn oneanotherinorder to builda together, Somehow we needto develop sothatwe ourstructures are allthinking ernance by consensus. What thePope seemsto becallingforisgov- norisitamonarchy. The Church isnotademocracy, ht fpoel sdb h ihp,could have andthesubse- prevented abusecrisis theclergy properly used by thebishops, if that, There are accountability mechanisms established by Church law This doesnothave to bethecase. prosecutions. fordamages orincriminal trials eitherincivil accountable, findways will to make society thenthelarger civil them andtheresult to isharm others, authority their Church officialsrefuse to recognize and accountability intheexercise of . If more accountability. . accountability. . . I believe theanswer to theChurch’s current problems isaccountability. be andcredibility integrity, addressed. accountability, Onlythencanissuesof community. experiences of dialogueand aseffective of instruments participation is to the Church’s revitalize of structures issuesfacing our Ch important respectful discussionof and inmeaningful bishopsandlaity andengages reflects anopennessto diverse opinions, logue, inaway function they thatwelcomes two-way dia- Ibelieve canif they andcredibility. integrity many andprocedures thesestructures askwhether canprovide anaccountability thatensures Still, bishops. andforgreater initiative of onthepart theChurch, life of thefaithfulin These consultative of forbroader provide structures participation opportunities boards to assistthediocesan bishopinhispastoral ministry. andadvisory commissions, councils, Many dioceses have of avariety choose to thebishopsandlaity usethemeffectively. Church if the inthegovernance of thelaity, especially thefaithful, of the faithfulcanensure theparticipation andprocessesI suggestthatthestructures currently available between forinteraction bishopsand theChurch. life andmissionof andforlay place menandwomen inthe to assumetheirrightful collaborative theirpeople, with isthecallforbishopsto bemore abusecrisis openand clergy thetragic Church intheaftermath of Among themany challenges to theU.S. theChurch. to thegoodof ions onmatters thatpertain and by expressing theiropin- Church by theirneedsanddesires makingknown to theirbishops, the faithfulto intheinnerlifeof participate theChristian of andright theduty Canon 212specifies andobligationshaverights remained generally these intheyears since theCode waspromulgated, Unfortunately, celebrated. theCode highly of prominence attheoutset anditsplace of thefaithfulwasamostwelcome development, duties of and rights catalogueof The thelaity.” particularly thefaithful, the highlighted “duties of andrights he CanonLaw justover 20years ago, When Pope John Paul IIpromulgated Code of therevised nnw,rrl noe,andlargelyunprotected. rarely invoked, unknown, urch. The challenge for bishops and laity challenge The forbishopsandlaity urch. these bodies, and the bishops ignore them at their own peril. andthebishopsignore themattheirown these bodies, isspeakingin theSpirit thevoice of hassaid, As thePope himself whattheirpeoplethink. hearing We have to getthe all-too-human judgment. andwould usetheseaccountability mechanisms asacheck onhis to talkto hispriest, opportunity could embrace the would wantto othersthink, hearwhat authority, isservant hisauthority fact the secure of skinandcognizant inhisown An honestbishop, But thatneednotbethecase. ing. room inthe wiggle andthere isenough deliberative, not consultative, inmostinstances, Thebodiesthatexist are, Nothing canmake bishopsdothis. would have listened. andhopefullyhe athousandtimesno, council? orto hispriest He would have beentold no, cil, minorsto hispastoral coun- sexual abuseof of ahistory with apriest of reassignment the issueof abishophadever once taken Can youwould what have imagine happenedif him honestadvice. membersshould betalented indivi sycophants: with shouldnotbefilled They needto andthey usethemhonestly. Bishops needto usethesebodies, consultors. andacollege of councilspriest (which islike asenate to thebishops), must have andthey finance councils, toral councils Church (though law doesn’t require these), Bishops shouldhave pas- theChurch. into the affairsof thelargersociety quent interventions of ihp atterfa ftligt hi epe of talkingto theirpeople, bishops pasttheirfearof duals, independent of the bishop, who will give whowill thebishop, independentof duals, law forabishopto treat dress- themaswindow 13 Panel Discussions and Breakout Sessions

r Paul Wilkes Dr. Hehir Bryan J. Rev. National Model: Bishop William Friend, Donald Watters Patricia Mitchell, Model:Diocesan Sr. Corcoran Dennis Paul Wilkes, Parish Model: Dr. theLaity and theRole of Developing anOptimalPastoral Governance Model Breakout Session and that’s makes what themexceptional. thePresentation to dothis, iswilling Church of You have newthings. thing over to andover. try No ever corporation succeeds in byAmerica doingthesame to make mistakes. at thelastminute, to change things they’re to take willing chances, What does work atPresentation istheiredginess: parishes. anditdoesn’t work intheChurch oritsexcellent thatapproach doesn’t work incorporations, Well, andthenthepastor isalways incharge. churches hire whenthey someoneonlypay amodestsalary, Most andyou have to give themreal power theChurch. within knowThey you have to pay people, Also behindtheirsuccess have isthefactthey a let’s work outthedetails.” is theanswer is and andyou“no,” have“yes,” to“now work through to At“yes.” Presentation parish, where thebasicanswer ourparishes, That’syou’re incontrast to many of athomewhenyou walkin. Thisisaplace where you immediately know welcoming. They’ve alsocreated anatmosphere of notjusttheinstitution. want to them, andthey serve know theircustomers are theparishioners, They notdogmatically. intelligently, applyitsrules they abiggerchurch, of arenizing they part recog- while Also, for onething. What isbehindPresentation’s success? An entrepreneurial spirit, andforthecommunity.were forparishioners doinggoodthings having greatfunwhile they IfeltthiswasaCatholicchurch atitsbest; thePresentation. New Jersey —theChurch of River, My outto benchmark turned beachurch inUpper Saddle to study excellence inparishes. them tick, to makes around findoutwhat parishes thecountry Ivisited Thanks to Foundation aLilly grant, optn,wl-ad epce tf flaypeople. of respected staff well-paid, competent, 15 Panel Discussions and Breakout Sessions Panel Discussions and Breakout Sessions 16 r Pat andDonald Mitchell WattersSr. Dennis Corcoran 0preto thepeopleinourdiocesan area will 20 percent of only What we foundwasstriking: which were to ourmission. critical understand thedemographics, It usto helped Just as involving asimportant intheprocess people analysis. wasusingfact-based financially goingforward. three-day to issues andhow talkabout organizational period we were thediocese goingto support We over theclergy a alsometwith inthediocese. the52parishes oneof 17,000 peopleinevery andwe eventually gotinputfrom over Over attended 800people thosemeetings, opportunities. and weaknesses, We around held42meetings thediocese inwhich we looked atinternal strengths, The decisionearlyonto consult from andlearn asmany peopleaspossiblemadeabigdifference. look like. to make recommendations theprocess aboutwhat theend product shouldincludeandwhat should Sowe team puttogether adesign andresourcesas to identifythestrategies forgettingto thatgoal. we forthefuture neededto aswell avision come upwith SanJose [California], At theDiocese of ministry. inmany theparish different areas of thatcanmeettheneedsof aswe do, volunteers, needto teams they form of In addition, asatalentbase. needstoEach seetheirparishioners parish butempowerers. Their role isnotjustto bedoers, competent leader. membersisatalented, staff andpart-time our18full- oneof every Presentation, the At Church of theparish. to have theneedsof leadershipthatisableto match with thosegifts We need people. gifted has atremendous baseof parish every No matter whattheirdemographics, ouryouth ministry. but thefamilyisstronger asaresult of Not stronger, onlyistheparish We parents to alsometwith better understandtheirneeds. about whatwasgoingonintheirlives. aswell asaMonday prayer night group where young could people come andtalk retreat programs, andwe developed many hired Sothey measyouth minister, retreat foryoung program people. ourChurch decided20years agoitwanted somethingbeyond justa youth ministry, In thearea of ined. attendees wasbeyond whatanyone could have imag- thenumber even of though thosefamilies, of from ourmember support of Thanks to theoutpouring died. ourparishioners of eight When 9/11occurred, receptioning afuneral after mass. thefuneral andhold- includingorganizing ways, helptheminahostof who parishioners we have ateam of ily, they’ve hadadeathinthefam- If forexample. crisis, peopleintimesof We anticipate theneedsof things. andmeaningful creative, we’re atastagewhere we’re ableto exciting, dosomevery While we’ve beendoingthebasicsforquite awhile, life. parish of theexcitement, thejoy, rience we allow membersto expe- Parish Operations, where I’m Director of thePresentation, Church of At peoplecome asomber place andregulations. expecting getrules where they At many parishes, b acsa naohr3 er;80percent will beCaucasian inanother30years; ,we were ableto offerreceptions to each s, Bishop William Friend Bishop William will leadthebishop andotherChurchwill leaders to a Pope John Paul IIin perspective. inadiocese contributes Christ to anational outthemissionof how to carry The determination of theHoly Spirit. of and gifts according to each one’s vocation particular theChurch, cooperating inthemissionof of and duty andinassociation)have All thefaithful(individually theright believers. to thecommunitySpirit of from seenasdynamic moving interactions but rather andthrough theHoly by afewindividuals, The Second Vatican andpower Council stated thatauthority are notcommodities to bepossessed andreorganization. evaluation, thatwouldstructures benefitfrom review, there may benationalChurch By thesame token, complement theChurch’s mission andministries. andpractices systems, isneededtonational study evaluate which businessstructures, orcritique a However, are thesecontributions helpful. Many of ed Church leadershipandadministration. have penetrat- thesocialandpsychological sciences, of aswell asthefindings andpractice, theory business modern andsystems structures The of leadership. of givesStructure to form thevision andaccepted. processed, Aleader’s may shared, vision dream benothingmore unlessitiswidely thananempty way. theminthemosteffective andhumane theday. Leadership to must isrequired liberatepeople dowhat of peopleof andtheneedsof thetimes, thecultures, leadershipinthe Church must beexpressed of inview though, To beeffective, andfunctionally. structurally, legally, ship theologically, leader- maintainsahierarchical of structure universally andlocally, The Roman CatholicChurch, Thebenefitswere impressive. truly ed from 20to 4or5. need- newparishes we could reduce thenumber of that by reorganizing andregrouping parishes, itshowed us Most importantly, to providehas theability atlower more professional cost. services Ourdataanalysisshowed thatcollaboration foreveryone. to doeverything trying each parish of instead It makes to work eminentsenseforparishes together onpastoral issueswherever possible, includinglay resources. bothfacilitiesandclergy, to shareopportunities resources, to overcapacity create togetheror cluster with inthesamedeanery parishes andundercapacity Thatledusto regroup to itrequired sixorseven massesonaweekend to accommodate everybody. whileanotherchurch next right accommodate oneweekend personinthatparish, with massevery we foundcaseswhere a church could For example, how canprovide collaboration asolution. thediocese —and Our analysisalsoshowed of theimbalances microgeographies thatexist within are tremendous. course, of tions fortheChurch, Theimplica- befrom Thegreatest Mexican-Hispanics will growth and Asians. be otherethnicities. Pastores Gregis (2003) observed thatalived(2003) observed ecclesial communion pastoral style thatismore pastoral style open andcollaborative. 17 Panel Discussions and Breakout Sessions Panel Discussions and Breakout Sessions 18 Rev. J. Bryan Hehir Bryan J. Rev. ful to the Church. It could identifydynamic elementsextremely help- CatholicChurch well. very would theU.S. serve aresource diocesen models bank to collect missionary andevaluate thesevarious The creation of coun- andsponsoradiocesan convention of Provide seminarsforallcouncils, training • —inthe audits—financialandprogram all auditors Engage andpublishtheresults of • andpub- itasneeded, adjust planperiodically, pastoral (strategic) Review thewritten • anddiocesan planning atboththeparish Use andinteractive system of aparticipatory • they: Typically, forcooperation andcoordination. for unity, working forthecommon good, models of dioceses (thosefocusedonChrist’sMissionary to asdynamic serve missionandcommission) try time findingacceptance in society.American have hadahard such asbiomedical research andbiomedical issues, to theChurch, lifevital areas of Catholic teachings insome thesituation we face aswe to speak society. American complexity of Related to thatgapisthe theChurch. andtherole itcurrently doesplay inthelife of direction, gic the role theConference canandshouldplay inproviding aunified nationalvoice strate- alongwith over thepast20years there between hasbeenagap institution, important itisavitally Although CatholicBishops. Conference of theU.S. there hasbeen adeclineintherole of First, to bemade. ournationalinstitution? There are several points isthecondition what of With thatasbackground, It andinterprets aboutbroad gathers trends information inorder socialandcultural 3. thedioceses thework which of helpsframe direction It fortheChurch, setsastrategic 2. ourmin- includingthegoalsof It provides avoice theChurch’s to articulate message, 1. A nationalinstitutionplays three roles central fortheChurch: national whole. anddioceses into parishes acoherent but itrequires together thatwe theexperience bring of andchallenge fortheChurch complexity today, That isanongoingopportunity society. American there foranationalinstitution?It isevid whatneedis theCatholicChurchSince within liesatthediocesan theprimacy andpastoral levels, cils and/oremploy e-mailexchanges. diocesan ornewspaper. magazine lish theoutcomes —successes andfailures. levels. to assess challenges and opportunities confrontingto assesschallenges andopportunities theChurch goingforward. and parishes. voice That alsodefendstheChurch criticism. against andourrole insociety. istry ent whenoneunderstandsthesize andcomplexity of ally positiveally fashion. theChurch inamutu- andthelifeof society direction andinterpretcan provide thelifeof strategic we are to invoke anationalvoice fortheChurch —avoice that needsto beovercomeThat crisis if publictrust. Thishascreated of acrisis occurred amongCatholicsover thepastfourto five years. theChurch thathas confidence intheinstitutionof A finalpointto consider istheerosion of Church. leadershipinthe theterm) by coming laypeople to fulfilltheir role of taken over (inagoodsenseof intheseinstitutionsasthey’ve there been hasbeenatransformation In thepast30years, healthcare. the particularly major nationalCatholicinstitutions, inlay rise leadershipin significant hasbeentheenormously however, A positive development, ntttoso dcto,sca evc,and socialservice, education, institutions of 19 Panel Discussions and Breakout Sessions

Sr. Kathleen Turley Kathleen Sr. Eugene Lauer Rev. Fox, Zeni Parish Model: Dr. John Farrell Model: CarolDiocesen Fowler, Gerard Roche Kathleen Turley, National Model: Sr. Human Resources of Identifying Key Issues andIdeas Relating to Management Breakout Session eieet o lry eiiu,adliygigfrad Asecond goalisto address the stewardship goingforward. andlaity religious, forclergy, retirement, includinghealthand goal(in Our Albany) benefits, andfringe isto provide ajust salary do. they Challenge: The Compensation Ministers) hasdeveloped competencies forlay andcertification ministers. Lay NALM (theNational Association of In addition, training. developed forministry programs Many dioceses have ministers all needto beeducated andwell formed. To accomplish this, people. andscripture to our serve aswell asbeinggrounded intheology from themanagementsciences, thebesttools andskills requires andclergy aknowledge andunderstandingof laity of partnership The lay ministers hasincreased dramatically. thenumber of hasdecreased, priests As thenumber of and demandaccountability. challenge thepastoral experience neededtopastors amore serve thatwill without educated laity Priests are beingappointed today’s parishes. needto they practices address thecomplex needsof The Formation Challenge: Church. believe I theseissuesare relevant to theentire U.S. leaders. andplacement of compensation, mation, the for- Albany (New ToYork) address theleadershipchallenge, Diocese hasidentifiedthree areas: theChurch. means empowering andmissionof othersto implementthevision It notbeingincharge of. one thatfocusesonpower asworking with, leadership, a newkindof are and religious calledto work collab clergy, where lay authority leaders, theChurch of hasacollegial structure Vatican II, As anoutcome of Most clergy are not trained in the management skills andgoodbusiness Most inthemanagementskills are nottrained clergy Lay employees shouldreceive ajustcompensation forthework rtvl ofliltemsino eu.This demands Jesus. oratively to fulfillthemissionof 21 Panel Discussions and Breakout Sessions Panel Discussions and Breakout Sessions 22 Carol Fowler Gerard Roche hcg,we have somehuman resource processes thatwe behelpfulto thinkwork well and might Chicago, In the Archdiocese of Human resource isan absolute atthediocesan necessity expertise level. Don’t to beafraid make decisions. thetough getnewcandidates. you have any doubts, If in. Keep working untilyou’ve developed aclearpicture andyour intuitionkicks thereferences. giving thenevaluate thepeople Ask asbroad anduniverse a spectrum aspossible, Second isreferences. And it’s bestto thaneyeball-to-eyeball. vidual personalinterviews Thefirstisin-depth, specifications. The selectionprocess must alsoincludetwo majorvehicles forcomparing candidates againstthe steps to consider: there are fourkey experience inprivate sector executive recruiting, archy? onmy Drawing years of specificallyitshier- choosing people fortop jobs, How cantheCatholicChurch doabetter jobof all. good of Jesus may beenhanced forthe of andministry message, sothatthemission, isareality ship style andto work tirelessly to ensure thatacollaborative leader- size, regardless parishes of ship forall The Placement Challenge: The Placement levels are insomedioceses giving peaking ful atatimewhen around thecountry. needgreater financialresources we will from thefaith- challenges resulting from theseadjustments; is a diitaos aihoes religiousorders. parishioners, lay administrators, cils, coun- parish religious, Get recommendations from —from almosteverywhere priests, suggestspreading strongly I thenet. theChurch hierarchy. bents andothermembersof we arrive atthosethree? Recommendations have almostalways emanated from incum- buthow do That’s fine, three candidates to Rome. ly meantsubmittingthenamesof thathastraditional- selectingbishops, In the caseof Put theplaninto practice. Step 4: ly influentialdecisionmakers. butthereal- titles, —notjustpeoplewith sign-offs get theright Once the up, specs are written spirituality. level of all, hardest perhaps of and, human sensitivity tion skills, like things communica- traits, ifications shouldalsoincludecharacter andpersonality and skills, administrative andmanagerial spec- The orthodoxy, andpoliticaladroitness be discussedandnaileddown. fundraising should all level of education, erences, pref- geographic background, cultural Language, Definethejobspecifications. Step 3: orthePope? tee, someecclesiastical commit- isittheNuncio, Who make decision: thehiring will Step 2: the newperson. to andwhoreports to whomthejobreports, particularly Definethestructures, Step 1: u oli opoieqaiid fo Our goalisto provide qualified, have interviews in informal andrelaxedhave ininformal interviews settings. There isnobetter way to evaluate anindi- . md andproperly leader- assigned rmed, John Farrell gram. This program letsemployees Thisprogram know specifically gram. needsa strong thenthatorganization performance-based compensation andrewards pro- more, andmotivate themto doeven potential, ensure are they attheirhighest contributing develop, allow themto grow and isto anorganization recruit besttalent, andretain the very thegoalof If takes thebestfrom representing while theoldorganizations anentirely fresh direction. andanewmissionthat values, anewsetof anewculture, with anorganization forging today —of we have thetask—notunlike beenfaced with thosefaced by Church leaders At JPMorgan Chase, responsibility. which istheirprimary pal canfocusonmission, thepastor andtheschool princi- however, When adequate andpoliciesexist, personnelstructures to exercise effectively solittleability canfunction levels.organization with atitsvarious authority no is, Thetruth accountability. oreven have of relationships clearreporting forpurposes policies, to besubject HRpolicies, comply with receive ongoingeducationandformation, ance reviews, we donotrequireinperform- to participate clergy In mostdioceses, such management. outside of effective HRmanagementintheChurch istheperception are thatclergy thedifficultiesof One of excellent staff. Our current compensation donotencourage practices retention of pensation packagethatisadequate there needsto beacom- For laypeople, the Church thebestandbrightest. nolonger attracts theChurch exercise leadershipatalllevels of retaining excellent who people The Church intheUnited States needsto doamuch better jobof institution. their particular also provide assistance to each inimplementingthoseexcellent organization within HRpractices NACPA can way to establishingbaselinebestpractices forallChurch employers andtheirstaffs. Participation intheseself-auditscould goalong benchmarks orbestpractices. of based onaseries orschool to evaluate theirHRfunctions parish, institution, religious a process foreach diocese, Church Personnel Administrators (NACPA)The National Association of iscurrently disseminating ministers.assistance forother parish system ourpersonnel isacentralized placement andplacement system forpriests tant feature of Another impor- andagencies. schools, performance managementtools staffsatparishes, for all vide We alsopro- we have system aperformance thatismanaged by review anoffice inmy department. For priests We programs. ongoingformation staffswith ministry andallparish alsoprovide clergy ise inemployment law. hasexpert- who attorney andwe have astaff the serve who Archdiocese, andclergy religious, for lay, We provide comprehensive legalservices immigration functionsatthelocallevel. and ministerial We have comprehensive school forall effective. policiesandprograms which isfinancially tralized, We have astandardized payroll system andagencies. are andourbenefitsprograms cen- schools, es, we have Archdiocesan-wide policiesthatare personnel standard parish- forall For example, others. to andeducate raise afamilyandto have asecure retirement. iity n fFrederick Gluck’s comments wasthat Oneof ministry. htsepce fte,how they’re doing them, what’s expected of 23 Panel Discussions and Breakout Sessions Panel Discussions and Breakout Sessions 24 r Zeni Fox Dr. nebsdclue where objectives are clearly ance-based culture, andmotivating ishaving astrong people perform- hiring, recruiting, of part acritical In summary, fairlyandconsistently. therules beingseenasnotapplying that doesn’t of therisk dothisruns Any organization buttheway they’re measured andassessed. ues drive notonly theirbehaviors, Employees needto know thattheseval- valuesandprinciples. Every setof hasitsown organization andthatthey’re recognized andrewarded accordingly. ing coaching andfeedback, aperformance-based system meansthatpeople receive ongo- Above all, to seehow they’re doing. theyear several and sitdown timesduring to have honestconversations theirmanagers with plan, process employee forevery whereby settheir they your employees? It thenmeansestablishinga andwhatare you askingof zation doyou wantto be, organi- kindof what are what theorganization’s valuesandmission, team andaskquestionslike, How doyou develop such aprogram? You really have theorganization’s with to start leadership tion andany rewards are fairlyandobjectively assessed. It alsoassures themthattheircompensa- need be. if andhow to improve, against thoseobjectives, diocesan ornationalnewspaper. pastors reported advertising forpositionsina only5percent of Furthermore, vowed life. religious diocesan all vocation offices focusoninviting tosiders thatvirtually people consider or priesthood whenonecon- is notsurprising This wasapotential pathforone’sidea thatlay ministry lifework. young schools andcolleges adultsatDominicanhigh foundthatmosthadno A marketing study of educated laity. avery inanageof especially ministry, of thepractice that shouldinform knowledge butthere are realms of course, of ministry, relate to central to thetasksof othersisvery to Theability vowed whereas with thenumber religious isdouble that. degree, isters holdahigher lay min- Oneconsequence isthatonly40 percent of lesssoineducationalones. relational degrees, It interested notingthatpastors isworth are primarily in sons already volunteering intheministry. newlay ministers are orper- parishioners More than50 percent of hear aboutthrough a colleague. know they or through people Pastors mostcommonly employ lay ministers andrecruit lay staff work andto study. a with And laypeople before thepathswere clear. even played key roles by to developing educationalprograms prepare fortheministry, laypeople also andseminaries universities, Colleges, acted to roles. into meetthemby laypeople various hiring Research alsoshows it waspastors firstidentifiedleadershipneedsintheircommunities who and andapproximatelypriests 30,000lay ministers around thecountry. study A prepared forthebishopsin2000shows there were 27,015 phenomenon. been agrassroots The emergence of andconsistently rewarded best. dotheirvery they when accurately, fairly, are andpeople are therules andtiedbackto transparent theorganization’s mission, accordingly, professional lay ministers, also called seldot peopleare assessedandmeasured spelledout, betvs puttogether adevelopment andcareer objectives, desire to thecommunity to serve cameforward lay ecclesialministers ytebsos has by thebishops, e.Eugene Lauer Rev. it oteneso aparish. to theneedsof gifts matching one’s It alsohastheadvantage of more andgenerating enthusiasm fortheirwork. istries Thissystem often re inviting themto apply. and theparish thediocese describing of sentto letter A apriest isgenerally apastor. es inneedof forpastoralApplying assignment: orinto alesstaxingassignment. to gentlymoveop hastheability into retirement, thepriest thebish- Thus, continuing aspastor. simply refuse to accept are thefactthey nolongercapableof thissystem isthatsomepriests Theadvantage of could Thepriest alsoaskto continue. continue. to accept andaskhimto The bishopthenhadtheright thepriest theletter ordiscussitwith retirement atage70. to submit aletter askingallpriests of apolicyof Onediocese tried so request. they many dioceses to allow retire priests at70if However, retirement ageforclergy is75. Ordinary policies: Retirement themselves may askto betransferred. Priests thepersonnelcommitteecollaboration with may shouldbereassigned. decidethatthepriest Priests ar vations aboutthissystem are favorable. must accept apriest anewap Ordinarily, year term. asecond six- of thepossibility sixyears with Acommon policyisaterm of and associate pastors. Terms forpastors: heshouldbeinvolved ministry in. individual’s kindof indetermining what talentsandgifts itmay bemore valuableto assesseach declining, isdramatically priests thenumberage when of Even inan Perhaps we shouldre-evaluate thisassumption. theparish. eventually become pastor of priests: of Assignment are theissues: then, Here, tions wasatitspeak. ordina- priestly more ministers full-time overall thenumber thaninthe1940sand1950swhen of andthere are paid professional lay ministers thanthere are priests, full-time are more full-time, Two factsto consider significant aswe talkabouthuman resource isthatthere issuesintheparish befeltmore key andmore. leaderswill preparation of thelackof continuegious to age, andreli- As clergy roles thatwould expand theirexperiences themministry asleaders. then giving and great potential, thosewith dioceses identifying There is nopattern of initiative. theirown of theresult thisisusually However, lay ministers. of mobility Statistics show there isafairdegree of occupy thesepositions.” qualificationswill what andwith or who be, positionsthere will for ministry determining what authority, say nothingof to studies onlay fewdioceses ecclesial exercise ministers] once observed,“Very much responsibility, PhilMurnion [whohasconducted asMsgr. What’s more, few have work fairly. will faiththatthey and know fewpeople how work, they there areAlthough dueprocess procedures inmostdioceses, orlaypeople. theChurch priests andmechanisms forevaluating structures lacksformal Overall, aydoee aeaplc ftrsfrpsoa ponmns bothpastors terms forpastoral appointments, Many dioceses have apolicyof vrtels eea eae,ithasbecome to practice retire. forpriests Over thelastseveral decades, The current assumption is that every diocesan whoissuccessful priest The current assumptionisthatevery will Most dioceses have a policy of allowing priests to applyto priests allowing parish- Most dioceses have apolicyof sults in priests takingmore fortheirmin- responsibility sults inpriests vlae fe h is em andthebishopin aftere evaluated thefirstterm, onmn fe wleyas Anecdotal obser- afterpointment twelve years. 25 Panel Discussions and Breakout Sessions

r David Barker Dr. HaroldDean Attridge Haig Dadourian Archbishop James Weisgerber (Moderator) Barker David Dr. Approach Governance/Human Resource Issues How and Religions OtherCountries Alternative Perspective: Panel Discussion tralization in Rome.tralization thebishopshasbeeneroded by socialchange andby cen- of theauthority Furthermore, diocese. Church have lifeandparishioners littleorno active their engagementwith isthefocusof parish The There are good reasons forthisdisaffection. to andirrelevant theirlives. inefficient, remote, Catholics frequently British seeitas thediocese. weAnother face difficulty istheperception of abuse. ized by inactionandsecrecy incasesof are They dismayed by poor communication andscandal- touch. andoutof insensitive, impersonal, but have littlesympathy teachings feelare foraninstitutionwhose they thepersons, supportive of loyal to are They and typically thePope ontheother. orthebishoptheirpriest and thepersonof Catholicsdistinguishbetween theinstitutionalChurch British ononehand, What’s more, ment. Church involvement andalow appetite forfaithdevelop- that manifestthemselves inlow levels of narrow preoccupations with parish pragmatic pastorally forthemostpart, Catholicsare, British which emphasizes dependencyandthepower and theChurch, —andthedominant institutionalculture of participation empowerment, openness, equality, There isamismatch —which stress valuesinBritain autonomy, between contemporary population. theBritish percent of TheChurch comprises just10 500lay andperhaps staff. sisters, 7,000religious anddeacons, priests 700 are by They served 38bishops, There are somefive CatholicsinBritain’s million 3,300parishes. recent four-year study inwhich Iwas involved. a I’d like to into provide theCatholicChurch someinsights based ontheoutcome inBritain of uhrt fanexclusively malepriesthood. of authority 27 Panel Discussions and Breakout Sessions 28

How can the Church in Britain meet this challenge? The urgent need to re-examine the nature and authority of priesthood must address the core problem of a clerical culture that emphasizes onto- logical differences and sacred power. Similarly, the tension between the civil law of the state and the canon law of the Church needs to be resolved.

As Father Ratcliffe said, “The real challenge for the Church is to become a place of more courage....I think we’re too afraid to say we don’t know, to express doubts, afraid to tell the truth to each other.” The bishops must take courage, acknowledge the current irrelevance of the diocese to Catholic life, and reclaim their legitimate status as the dynamic focus of the local Church. Just as important, we must change the institutional culture of the Church from fear, secrecy, and control to openness, dialogue, and co-responsibility. The perceived wisdom is that culture change takes 200 years in the Church. That is no longer an acceptable point of view; it is an excuse for inaction.

Panel Discussions and Breakout Sessions Discussions and Breakout Panel Without a cultural transformation, structural injustices will remain, collaborative ministry will be impossible, membership decline will accelerate, and our mission will remain unfulfilled.

Archbishop James Weisgerber

Canada has many of the same problems and challenges that confront the Catholic Church in the United States. There are some differences, however, in the area of sexual abuse. Canada experienced a traumatic crisis in the mid-eighties. The bishops moved quickly to create a national protocol — From Pain to Hope — a very public document to which most of the bishops have adhered in dealing with problems of sexual abuse.

Many of the other problems are similar: decline of respect for the authority of the Church and the question of relevance — that is, how do we as individuals and as a community incarnate the Gospel in ways that are appealing and life-giving to those around us? This is not a problem only for the bishops, but a struggle for the whole Church. Bishops have a vital role to play in recovering this rel- evance.

I’ve come to a couple of conclusions in my own ministry. We are all aware that the Church is not a democracy, nor is it a dictatorship. As the Second Vatican Council so clearly spells out, the Church is a communion. There is a vital interconnection between all of us. The Church is about relation- ships, interconnections that are life-giving. Although the vital link is love, that love must be built on trust. We need trust at every level of the Church. If there is no trust, there really isn’t a Church. The enemy of trust is secrecy; trust cannot grow in a culture of secrecy.

There are many existing Church structures that can be very helpful. I’m thinking particularly of the councils: the priests’ council, the parish pastoral council, and the diocesan pastoral council. I’ve had positive experiences with all of these councils in the two dioceses where I’ve served as bishop. Diocesan pastoral councils, with organic links to deanery and parish councils, can be very helpful in including all the People of God in decision-making. These councils are a wonderful way of hear- ing from — and speaking to — the grassroots foundation of the Church. People can truly share in decision-making. Haig Dadourian may have to impose on the laity a lot of caution. We see that happening right now: the laity has the laity We now: seethathappening right caution. may have alotof to imposeonthe laity andthisis where theclergy theChurch, or to to teachings tradition changes of thatare contrary Another challenge astrong lay influence may create isthatthelay may attempt to imposecertain anddiocesan levels. atboththeparish clergy except to isestablishedbetween lay theextent and thatapartnership appears to bediluted, clergy the to drawback A thisapproach of may bethattheauthority theChurch. of ispart and thelaity thelaity, of It ispart Theadvantage isthattheChurch isnotaloof. approachocratic to governance. the ChurchArmenian anddem- has hadanamazinglay participation from beginning, the very So, theparish. registered membersof entirely of Thelargestlegislative bo and 13elected laypeople. Thepastor hasashisexecutive between council 7 body aparish with theDiocesan Council. sent of andthecon- theprimate iselected by who theParish theapprovalAssembly with of priest/pastor, there isa At level, theparish which and100are 50are elected clergy by parishes. egates of thedioc Thelargestlegislative body of diocese. the of istheprimate who At thediocesan level isthebishop, andtwo-thirdsone-third clergy lay. whose400membersare legislative body attheuniversal level istheNational Ecclesiastical Council, Catholicos the ChurchArmenian isthe At theheadof universalticipation invarious councils dates backto thatera. par- of intheform thelaity Therole of itsnationalreligion. the firstnationto declare Christianity In 301 The ChurchArmenian isanapostolic church. First somebackground. Yet we have approached themdifferently.problems. The ChurchArmenian andtheRoman CatholicChurch share thesamechallenges andthesame take will usalongway. andtrust Structures thatcanonlawstructures provides us. effectively exploiting the thechallenges thatconfronts Church thecontemporary isthatof One of trust. of I belie productive. thatareorganize meetings truly become They aresource to help andanimation. adult learning of intheprinciples people betrained have I insisted thatacoterie of In bothdioceses inwhich Ihave served, produce results. important Prop business. have much to from learn theworld of I believe functionproperly thatcouncils will all thedifference intheworld. Consultation provides somuch the bishops. andpeople must alsotrust butthepriests Bishops have andthepeople, thepriests to trust wants. Consultation isoften perceived aswind cal. People are often andpriests quite cyni- itschallenges. councils isnotwithout The development of a urm prta oni opsdo 5ceg n a ebr.Thehighest and5lay members. 15clergy has aSupreme Council composed Spiritual of Catholicos, wdesn:thebishoplistens he andthendoeswhat ow-dressing: nomto hti ia odcso-aig itmakes to decision-making; thatisvital information nyi hr shlfl rfsinlaiain We professional animation. there ishelpful, only if s steDoea seby opsdo 150del- composed of ese istheDiocesan Assembly, yo h aihi h aihAsml,composed istheParish theparish Assembly, dy of ve aproperly conducted thelevel meetingraises rypeae,professionally can meetings run erly prepared, h eie namnseyi rei.The in resideswho inamonastery Armenia. a.d. Armenia became , 29 Panel Discussions and Breakout Sessions Panel Discussions and Breakout Sessions 30 Dean Harold Attridge will befascinatingto seehowwill come thelay together andclergy onthisissue. It feelcloserto theChurch liturgy. more will inthedivine people andparticipate that by doingso, is thelaity of Thefeelingonthepart requested beintroduced into that English liturgy. ourdivine sw iesrostogtt h suso governance theChurch. andaccountability within toas we theissuesof give thought serious takeaway isthatwe needto domore research anddevelopment inthecomparative field ecclesiology ner orauthoritative atev legislative partner asdialoguepart- thelaity modelsistherole of The common thread of amongthisbroad spectrum exemplify Christ thistradition. BaptistsandtheUnited Church of structures. there are somedenominational support even if the congregation lies, iswhere thereal authority Accordingly, Here istheScripture asinterpreted by theauthority thecongregation. Congregational: theMethodists thismodel(even though found within andLutherans have anepiscopal office). andLutherans are Methodists, Presbyterians, acentralizedgations are authority. indialoguewith thesecongre- though isvested congregations, inindividual authority lot of A elders. committees of Thisinvolves asomewhatoligarchical Connectional: thismodel. OurOrthodox andEpiscopalian brethren have versions of tors. thebishophasa serves, who In terms of ernance. shared gov- tend Structures to work onthebasisof matterspastoral andorganizational iscomplex. This isarestricted monarchical mode Episcopal: “ideal types.” of isaspectrum Thefollowing which I’mdifferent modelswith confronted onaregular basis. three it’s interesting adiscussion oncomparative of to thestructures observe ecclesiology, of As part r ee fdlbrto ihnteCuc.Another theChurch. within deliberation level of ery ra elo uhrt nteapiteto pas- of intheappointment authority dealof great l in which authority for theological modelsand fortheological l inwhich authority approach to Church governance basedon Peter Flynn Francis Butler National Model: Vartan Gregorian, Zech Charles Dr. Parish/Diocesan Model: Peter Flynn, FinancialResources of Identifying Key Issues andIdeas Relating to Management Breakout Session uce n ilpoietefnnilrsucsncsay Thediocese canhelpby beingseenas a succeed provide thefinancialresources andwill necessary. work to make will they theChurch have they andempowerment, ownership If Church astheirown. the thepeoplein pewsembracing It with begins level. meetstheroadThe rubber attheparish quickly atalllevels. G a quickresponse shouldaproblem bedetected. iselectronically Financialinformation dow software. accounts andusethesameaccounting of andschoolsthesamechart run parishes all mechanism, asahelpandsupport Therefore, Knowing thefinancialrealities throughout thediocese ispivotal. Thisway we always have asurplus. therevenuebudgeted within figures. are Expenses always cashhistory. itusesonlyactual the budgetnever projects anticipated givings; Using thismethod, arethey determined by cashreceived theactual thecalendaryear during 2003. 2004, annual budgetrevenues Although July office forthecentral begin 1, approach to thebudget. ourdiocese hasadisciplinedandconservative thediocesan finance council, Taking theadvice of accountability annually. report of andschools are All parishes encouraged to doasimilartype and thereafter. the coming year, It androadmap provides forwhere thediocese avision isheadedin accounted forinthisreport. Every penny theentire associated diocese with is revenues andschools. andexpenses forparishes aswell astotals of North Texas, office thecentral andtheCatholicFoundation of tains theauditof It Texas] con- Fort Worth, haspublished an annual forover report 10years. Our diocese [Diocese of andagencies. schools, includingthoseinparishes, Catholicinthediocese, provided to every must be andunderstandablefinancial information comprehensive, clear, that, In linewith Church. our are themembersof andtransparency thekeys with ownership to sharing honesty, Openness, iving trendsiving canbespotted made andadjustments nloaded to the diocese monthly, allowing for allowing nloaded to the diocese monthly, 31 Panel Discussions and Breakout Sessions Panel Discussions and Breakout Sessions 32 Francis Butler ulfe epe thisapproach canbeextremely enabling. qualified people, When outcorrectly by carried resource provider andschools. —notanobstacleby theparishes 4. The responsibilities of parish anddiocesan parish finance councils out shouldbespelled Theresponsibilities of 4. Each shouldpublishannual diocese financialauditsintheir entirety. andparish 3. An accreditation process shouldbedeveloped to assure Catholicdonorsthatdioceses 2. Every to diocese theChurch’s becompliant ought with nationalfinancialstandards. 1. are then, Here, seven suggested areas for reform: theChurch. of andfundraising accounting, Catholics inthefinancialplanning, donotoper dioceses andparishes In too many cases, accountable onfinancialissues. CatholicsinthepewsfeltChurch shouldbemore 75percent of Not surprisingly, donations. we foundthat Catholics whofrequently attend mass, lastyear conducted of survey aGallup FADICA, private foundations, When ourassociationof theparishioner. What isthereason forthisfinancialmalaise?Let’s lookatitfrom thestandpointof condition. Too many Catholicdioceses are year-to-year operating viability. long-range inprecarious financial to anendowment ensure their fewnationalCatholicinstitutionscanboastof example isthatvery Stillanother have stepped to forward theChurch serve inadministrative roles. andministerial where there islittlescholarship assistance available to prepare who the200,000people ministry, are closingtoday thanopeningdespite anamazinged more Catholicschools For example, This under-financing is having asevere impactontheChurch. those inthepewscontribute. onlyabout18percent of parish, a typical in Moreover, orhouseholdannually. about$367per the amounttheirProtestant do, counterparts National pollinghasconsistently cessful fundraiser. theChurch suc- hasnotbeenanespecially CatholicsintheUnited 68million States, of mobility Despite thegrowing affluence andsocial But there are alsootherforces atwork. financial problems. factors the majorcontributing to theChurch’s oneof course, of is, sexual abusecrisis The clergy hadinthepast. atthesamelevels asthey giving are becauseparishioners not Toledo itsstaff down paring seriously ortheDiocese of 11 bankruptcy, or Portland becoming thefirstdiocese to in fileforChapter history American Boston thisspring, of inthe 65parishes Archdiocese theclosingof witness The Church ontheedgetoday; isfinancially clearly andthosefinance councils shouldbegreatly strengthened. Catholic Bishops. Conference of are incompliance nationalfinancialstandards adopted with by the U.S. eotdta ahlc ieaotoehl of reported thatCatholicsgive aboutone-half ctoa rc eod Another example islay record. ucational track n-afhadnoideawhathappenedto their one-half ate engagelay openlyormeaningfully r Charles Zech Dr. es andschools. includingchurch- Thishascalledforbuildingandfinancingnew facilities, regions. in thesegrowth facilities onparish puta strain inmanyfrom cases, theNorth andEast to the West andSouth have, and from to exurbia, thesuburbs populationmovements from to thesuburbs, innercity addition, In andotherproperties. schools, maintenance underfunded deferred onitschurches, amount of theCatholicChurch hasanenormous Across thecountry, Then there’s increasing facilitiescosts. benefits. appropriate fringe lay ecclesial ministers —ajustwageand whodemand—anddeserve an ever-increasing core of theChurch now dependson Whatever thecause, lay ministers andlay staff. inherent intheuseof andthesubsequentexplosion inlabor costs directly related to vocations, thedecline inreligious thecausesis Oneof Catholic Church that’s financialcrisis faced aserious beenbuildingforthepastdecade. theU.S. thesexual abusescandalhadn’t occurred, even if On theexpenditures side, two-thirds were theirdecision-makinginput. satisfiedwith hadsufficientinfluenc feltthey parishioners the of fewer thanhalf At thediocesan level, figureparable forProtestant is75percent. parishioners Thecom- decision-makingprocesses. hadsufficientinputinto orthatthey parish finances, parish onlyabout50percent regular mass-attending Catholics, we foundthatamong What doestherecord show? In astudy Ihelpedconduct in theearly1990s, contribute more. itsfinances, parent with consider andwho theChurch to beaccountable andtrans- anddiocesan levels, at boththeparish have foundthatCatholicswhobelieve have they aninputinto Church decision-makingprocesses Researchers But stewardship doesn’t occur inavacuum. thanmerely rather give to aneed. to give, develop aneed they When recognize they have thatallthey from isagift God, stewardship message. how canwe Study increase after study Catholicgiving? shows thatCatholicsare receptive to the So, $400,000 inrevenues. theaverage would size another generate parish Put anotherway, lion inrevenues each year. theCatholicChurch would another $7bil- raise theirincome astheirProtestant friends, percent of Catholichouseholdcontributed thesame2 thetypical If church. otherU.S. nearlyevery bers of thandomem- to theirparishes Catholicscontribute lessinfinancialsupport On therevenue side, bothrevenue andexpenditures. CatholicChurch faces tremendous challenges interms of The U.S. TheChurch needsto theway examine fundsatalllevels. seriously itraises 7. Afinancialplanningprocess shouldbeemployed by theChurch atthenationallevel so 6. dioceses and Church leadersshouldprovide more where forums financialdecisionsof 5. that resources —includingnationalappealscanbedeveloped to meetfuture needs. canbeairedparishes fortheparishioners. ndcso-aig mn rtsat,more than Among Protestants, e indecision-making. felt they had enough information about information hadenough felt they 33 Panel Discussions and Breakout Sessions Panel Discussions and Breakout Sessions 34 Vartan Gregorian Vartan ok n eod fthe foundation. books andrecords of thecommittee andunderstandthe shouldpossessfinancialliteracy skillssufficient to review of Allmembers the foundation. andtheexternal auditof financialreporting, to oversee accounting, Audit Committee: thecode. of violations andprompt of internal reporting information, proprietary fidential useof con- legalcompliance, financialmatters, Thatmeansaccurate andcleardisclosure of interest issues. The code(s) shouldpromote honestandethical Ethics: Code of work. thefoundation’s of aspects all and sufficientlydiverse to provide credible andeffective oversight of Board Composition: andbeincompliancerate applicablelaws structure all andregulations. with andGovernance: Structure Organizational include: Theseprinciples practices. governance ourinstitutions’ useto review we will principles Wedards inoursector. adopted asetof deliberated over how to improve stan- which Iamamember, of the Foundation Executives Group, Recently, strong self-policingmeasures inorder to avert and bureaucratic straightjackets. regulatory Grantmakers have to develop tried and theNew York Regional Association of on Foundations, theCouncil such andnationalorganizations asIndependent Sector, regional, local, In thisregard, do great damageto nonprofits. indeed, unintended consequences and, Thiswholesaleapplicationcould have attempts now to applyitsprovisions to thenonprofit world. there are to While regulate designed wasspecifically thecorporate world, thislegislation Oxley Act. theresponses to corporate abuses wastheSarbanes- Oneof settling uponthenonprofit world. andangerengendered byThe distrust corporate scandalssuch asEnron and WorldCom are also even outrage. Such malfeasance iscauseforconcern, thattrust. strained recent reported abuses though andwidely them, taxpayers thetrust must earn They give nonprofitspublic expect to andaccountable. betransparent thegovernment and the In return, — includingfoundationsby freeing themfrom paying taxes. acompact madeby society American result of which emergedasa this taxpayers American underwrite “independent sector,” In asense, people. andemploys nearly11million annually generates more than$670billion, organizations), religious which today the comprises more (notincludingall organizations than1.4million thropic sector, adiverse anddynamic nonprofit andphilan- The United States hasbenefited from thepresence of andaccountability transparency inbothourfinances andmission. of I’m here to aboutourexperiences report in onainsol aeacd()o tisfrofcr,tute,andemployees. trustees, ethicsforofficers, A foundationshouldhave acode(s) of h or hudetbihasprt ui omte fat leastthree members The board should establishaseparate auditcommittee of h or hudmk ueta t ebr r optn,knowledgeable, The board shouldmake sure thatitsmembersare competent, A foundation’s bylaws itscorpo- shouldclearlysetforth the nonprofit sector in dealing with the critical issues the nonprofit thecritical sector indealingwith and its leaders to support nonprofitand itsleadersto organizations support odc,icuigtehnln fconflict-of- includingthehandlingof conduct, by nonprofit have andfoundationpersonnel complex American democracy.complex American and evolving, ourdynamic, anidealwe shouldlookto asaguidepostforallsectors of pockets,” itisincumbentuponfoundationsto have “glass trustee, corporation aformer In thewords of ing. aswell. butbefore history Transparency are they mutually reinforc- andaccomplishment are notmutually exclusive —infact, publicopinion, notonlybefore thelaw of andthecourt able, thatwe inthenonprofit sector must beaccount- andsodomy colleagues, believe I strongly, work. our of otheraspect andevery staffing, mission, aboutfinances, butsoistransparency foundations, Freedom from politicalpressure isnecessary language. understandable onthe should bedescribed Web site and/orinannual innontechnical, reports Transparency: h iaca,plc,gataig n oennepatcso thefoundation andgovernance of practices grantmaking, policy, The financial, o h iblt falnnrftgop,including nonprofit all groups, of for theviability 35 Panel Discussions and Breakout Sessions

events intheChurch itwouldn’t Although to beanexaggeration labelsomerecent blame. adisaster andassigns the scene of First, the consensus thathasemergedfrom ourdiscussions. andthird on second ontheissuesdiscussed, themeeting, focusfirstonthetone of will I In doingso, to sumupthistwo-day Church trying in LeadershipAmerica Roundtable. I have theimpossibletaskof S.J. ThomasReese, Rev. Conclusion he.Applying secular terms to thechurch —whetherfrom —always businessoragriculture boils sheep. butthey’re notsimply customers any more are thanthey Parishioners are comparable to customers, But there thatthe Church wasalsoagreement isnotabusiness. andcanmake adifference. important is There thatmanagementexpertise wasagreement helptheChurch. agement practices cantruly Third isthe theseconcerns cameuprepeatedly. Indeed, How are goingto bestaffed? theparishes Will priests? thereWill beenough beclosed? parishes parishes. which relates backto theissueof clergy, anddecliningnumbers of theaging theissueof And finally, toal structures accomplish level. bedoneattheparish thatcannotnecessarily things andnation- thediocese, thedeanery, that we have to gobeyond andexploit thepotential theparish of Yet there wasarecognition andlive asChurch. where experience Church, they people experience God, place isseenasthecentral where Theparish theparish. of theme wastheimportance A third recurring Church. the by orpoliciesof actions certain are off who turned children feelalienated who from theChurch, Many spoke participants of A second topic recurring wasthetremendous concern aboutyoung people. acted appropriately have hadtheircredibilit there isafeelingthatmany bishopswhohave Ontheotherhand, especially infinances andgovernance. andopenness, andtheneedfortransparency issues thatcameuprepeatedly were andtrust, credibility Among the alsorecognizethey thatthere are majorproblems intheChurch thatneedto beaddressed. Second, to share inanextremely your positive talentsandwisdom fashioninorder to helptheChurch. You dedicationandlove are peoplewho with filled forJesus have andtheChurch. Christ come group of that Inoticed thefirstthings inthepresentations group discussionsisthatthisa andsmall One of h oeo themeeting. the toneof the issues discussed atthisconference. the issuesdiscussed osnu ftheparticipants. of consensus disasters, Newspaper people joke that an editorial writer is a person who comesNewspaper who isaperson joke on people writer thataneditorial this has not been a meeting of editorial writers trying to assign blame. to assign trying writers editorial this hasnotbeenameetingof A common view emerged that contemporary emergedthatcontemporary man- A commonAmerican view naryhr eas fteatoso otherbishops. of theactions becauseof y unfairlyhurt Although the participants have theparticipants Although greatlove fortheChurch, 37 Conclusion Conclusion 38 can truly listen tocan truly oneanother. andconfidence inoneanothersothatwe trust, we needto buildfriendship, Clearly, pathetic to them. That’s becauseyou are sym- easier to listen whomyou to peoplewith are —peopleyou friends trust. It isalot gotto They know each other before dialogued. they to work becamefriends. becausepeople council The began heinvited to dinnerbefore everybody thepastoral council meeting. thing different: pastoral how of bishops described hehadaseries the Oneof Another thingwe talked aboutrepeatedly thisconference during wastheneedfordialogue. andthemessage andmissionthatHe imparts. that we talkaboutJesus Christ, submitwe I have to return to theScripturesandto prayer so backto talkingabout theChurch. right hegotastandingovation That isnearly lostinthefactbishopswent we talkaboutJesus Christ.” “I’d like to goto ameetingwhere lem we have He isthatwe’re added, onlytalkingabouttheChurch.” prob- “The bishopfinally gotupandsaid, afrustrated bishopsinRome, thesynodsof oneof During God. theKingdom of thebuilding of Jesus Christ, themissionof It’s here onamission, as anendunto itself. Church The isnothere theChurch. missionof focusustogether It onthetrue will us onJesus Christ. to focus return to theScriptures becausethatwill There isaneedforusto alwaysness.” return to prayer, allwere And theHoly they filledwith S was shaken. theplace where hadassembled they “When hadprayed, they reads, Chapter Four, the Apostles, Acts of to areingredients Iwould alsonecessary arguethatthesethree “get from here to there.” andservice. friendship, prayer, his group of stresses theimportance explained that aSant’Egidio community, amemberof Thisindividual, thebreakout sessions. at oneof already they nized have theneedto educate abouttherights people inthe Church undercanonlaw. recog- participants How canwe make work thesestructures even better? With thatinmind, meeting. the National to knewanything Council the aboutprior isanexistingAdvisory group fewparticipants Likewise, to make pastoral andfinance councilsin trying work anddiocesan better levels. attheparish there wasgreatinterest For example, theChurch thancreate work rather somethingnew. of structures there to wasaneagerness make thecurrent Despite managementpractices, thestress oncontemporary practices inbusinessandacademiausethosethatare mostappropriate. theChurch isencouraged to lookforbest In otherwords, wasalsostressed. recognize asimportant, which businesses Theneedforfeedbackmechanisms, accreditation processes inacademia. example of usingthe Peer processes review were alsosuggested, such asaccountability procedures andstructures. many times asanarea where theChurch andprofit canlearn from managementpractices American Human resource managementcameupmany, andpractices. and professional financialadministration planning such asstrategic things pointed to of participants theimportance management, In terms of or universities canbehelpfulto —certainly theChurch. businesses, nonprofits, management—whetherof American thepractices of similarities, In areas where there are andthere are differences. There are similarities, analogy. todown aquestionof ia usinrmis o ow e hr?Oease a i ntecmeto aparticipant How dowe getthere? Oneanswer may lieinthecomment of A finalquestionremains: councils that just didn’t work. Then he tried some- he tried Then councils thatjustdidn’t work. pirit. And they spoke the word of God with bold- Godwith spoke And they theword of pirit. aigtig apn o’epriiaigi h oi-orefchurch. You’re happen. making things inthedo-it-yourself participating You’re you are doingexactly that. of all By generously your sharing timeandtalentsatthisconference, to make ithappenourselves. we’re goingto have we wantitto happen, If can we simplyaskortell thepastor orthebishopto doit. we’re seeinga More andmore today, — empowering to people serve. butto be isaboldne This “doers,” “empowerers.” thepastor andthelay ministers isnotto be thepointwasmadethatjobof ence breakout sessions, theconfer- In oneof isanissuewe must findaway ontheclergy to laity resolve. theChurch hasbeenclericalism. The dependencyof thesinsof oneof Certainly, service. ontheissueof A finalthought w vision of what ministry intheChurch isallabout whatministry of w vision do-it-yourself hrh No longer church. 39 Conclusion

Governance NATIONAL LEVEL RecommendationsPriority Recommendations .Strengthen theNational Council Advisory 1. .Prepare acomprehensive five years every diocesan self-examination 3. Adopt effective diocesan managementstandards andpractices 2. Promoting it(lettingtheworld know aboutit)andpublicizingitsmembership • Publicly to itsadvice andfindings theUSCCB reporting • theUSCCB Having theExecutive itmeetregularly with Committee of • staff itapermanent Giving • stature from Creating anominationprocess leadersof thatidentifiesexperienced • proposals aswell asreact to, Revising itscharter to give itthepower to initiate, • the USCCBshouldstrengthen theNational Council (NAC)Advisory by: atthenationallevel, thelaity To more fullyincorporate thetalentsandexperience of oeo thebenefits theaccreditation process some of To gain and themeansitemploys to reach andoperations. themthrough itsministries ina their inconjunction with Diocesan ordinaries shouldprepare five every years, as otherChurch-affiliated oversight entities. Appendix C)astheperformance benchmark forpastoral andfinance councils aswell Excellence: An Ethics and Accountability Code forthe Nonprofit Sector Standards of anappropriate version of Conference The shouldalsourge adoptionof function. to assisthiminthis noneexists, if administrative officer, to appointachief san ordinary effective theChurch’s managementinachieving mission and shouldurgeeach dioce- theUSCCB shouldpubliclyacknowledge of to theimportance theirpeers Officers of rsnain,acmrhniesl-xmnto ftedoee redefining itsgoals thediocese, acomprehensive self-examination of presentations, (using the Web). both diverse backgrounds andfunctional geographical before theUSCCB rvdsi ihreuain thisdocu- education, provides inhigher ad lim- (see The 41 Recommendations Recommendations 42 Human Resources Financial Resources .Identify andpromote successful atthediocesan HRprograms level 6. Create aCatholic Advanced Management Program 5. bishops selecting to Draw improve onotherinstitutions theprocess of 4. 9. Examine fundraising processes Examinefundraising atalllevels 9. Developsystem anaccreditationto ensure andreporting diocesan compliance with 8. andstrategic approved budgets, Help dioceses to publishannual financialstatements, 7. ubro experienced pastors orbishops. number of complemented by a lay experience, appropriate menandwomen managerial with of asthebasisforaconsultation byment shouldserve to ateam andreport theordinary ses across the country as modelsforotherstoses across follow. thecountry andpromote successful indioce- HRprograms describe, The USCCBshouldidentify, andcommunication skills management, business, the to andotherschools sharpen forbusinessleaders)designed Wharton, Harvard, Create anationalCatholic Advanced Management Program (similarto thoseat andlaity.clergy nominationsandrecommendations andwell-informed from face-to-face interviews, q should includeacleardefinitionof to seek improve theexisting proc leaders, otherinstitutionsthatchoose successful with analogs (HR) professionals aware of human resource theassistance of with Bishops should, Committee onSelectionof theUSCCB bishops, While recognizing theHoly See’s role of intheappointment ahlcCuc tallvl.Emphasisshouldbeplaced on(1)abetter national coor- Catholic Church atalllevels. theU.S. The USCCBshouldsponsor astudy processes examining fundraising of oneach diocese. a “report card” which shouldincludethepublicationof An outsideprofessional shouldbeusedto help implementthissystem, theUSCCB. of standards andoperating auditing, are compliance infull thenationalbudgetary, with accreditation to and reporting ensure thatdioceses have adopted and ing asystem of shouldcollaborate indevelop- other private andcommunity foundations, assistance of the with CatholicMissions), the BoardAmerican of Catholic fundingagencies(e.g., USCCBstandardsnational anddirection onpublicpolicymatters. information, sel, approved planforthecoming year budgetandstrategic justasitprovides legalcoun- lish anannual financialstatement and thatiscertified aswell as an “reader friendly,” The USCCBshouldprovide professional dioceses guidance with orresources to pub- plans ualifications (including managerial capabilities), ualifications (includingmanagerial s o eetn ihp.Theseimprovements bishops. ess forselecting fdoea edr,includingbishops. diocesan leaders, of Governance DIOCESAN LEVEL Human Resources 2 Actively promote andadoptstandards diocesan practices for best excellence 12. Help develop acomprehensive parishes program self-examination 11. officer administrative andaManagement Council Appoint adiocesan chief 10. 3 raeasrn efrac eiwpormfralsafmembers for staff Create all program review astrong performance 13. work together, and (5) bringing in people with expertise infundraising. expertise with inpeople and(5)bringing work together, (4)better ways agenciesto forCatholicfoundationsandcharitable collection plate, beyond fundraising thetraditional (3)improved methodsof where fundsare going, (2)amore complete ac appeals, dination of and finance councils andotherchurch affiliated oversight entities. (see Appendix C) shouldalsobeadopted astheperformance benchmark forpastoral The Standards forExcellence: An Ethics and Accountability Code fortheNonprofit Sector An appropriate version of andpublicized. rewarded, shouldbedeveloped, California) SanJose, Business School’s publishedcasestudy ontheRoman CatholicDiocese of Harvard Powerful success models(e.g., andbudgets. (5) financialinformation and (4)training, (3)pastoral andfinance councils, evaluation, (2)personnel planning, (1) existing inthediocese bestpractices Spotlight forothersto adopt intheareas of more inRecommendationexamination isdescribed fully program #3). the meansitemploys to (thisself- reach andoperations themthrough itsministries would Thisprogram enablethediocese to five redefine every years itsgoalsand gram. Parishes thediocese shoulddevelop within acomprehensive self-examination pro- to onthisCouncil. participate resources, andcultural ical, theolog- managerial, andotherinstitutionswith versities andhealthcare organizations, shouldinvite Theordinary such groups asCatholicuni- inthediocese. ment practices manage- andimprovement intheevaluation administrator of assist himandthechief lay experienced professionals to then establishaManagement Council of Advisory should ordinary The andexperience. training does notalready managerial exist) with thefunction administrative officer (if shouldappointachief The diocesan ordinary structive coaching. and(4)con- anannual review, of feedbackaspart 360-degree (3)formal, upon goals, (2)agreed- shouldincorporate (1)job descriptions, Thisprogram bishops. auxiliary and lay ministers, sisters, brothers, atthe diocesan program level for priests, review itisessentialto create astrong performance responsibilities, fundamental managerial personnelare amongthemost anddirection of deployment, Because theselection, counting (particularly to parishioners) of tocounting parishioners) (particularly 43 Recommendations Recommendations 44 Governance LEVEL PARISH Financial Resources 15. Provide an effective program of mentoring and formation for lay andformation mentoring ministers Provide aneffective of program 15. for Provide centralized theparishes recruiting 14. 0 Create outreach involvement to ongoingeducational encourage laity 20. officer administrative inlargerparishes Appoint achief 19. 8 Publicize andpromote infinancialreporting practices best 18. theChurch’s Comply with financialstandards national 17. plan andstrategic approved budget, Publish anannual financialstatement, 16. created and disseminated to ensure consistency amongdioceses. andUSCCBcommittee shouldbe materials dioceses shouldbeproposed asmodels, soundandpastorally ministers thatistheologically forlay andformation mentoring of The diocese program shouldimplementaformal universities. atcolleges Thisshouldincluderecruitment and to alltheparishes. offer itasaservice and professional recruiting, highly personnel The diocese should provide centralized, tures, internal life, and opportunities forinvolvement. andopportunities internal life, tures, theChurch’s with theparish managementand decision-makingstruc- members of al lifeby creating to an ongoingeducationaloutreach familiarize designed program Pastors shouldactively to encourage become laity involved intheChurch’s institution- functions. andexperience shouldbeappointed to training assist thepastorrial inmanagerial administrative manage- officer with achief complex parishes, large, Especially invery finance councils shouldencourage professional andconsistent by reporting parishes. Diocesan shouldbepublicizedBest practices infinancialreporting amongdioceses. athome. ignored excellent guidelinesare often now thecase; Thisisnot The diocese the Church’s shouldcomply with nationalfinancialstandards. canbediscussed. thedioceses andparishes where financialissuesanddecisionsof bishopsshouldprovide The coming year. aswell asanapproved planforthe budgetandstrategic annual financialstatement, thediocese should publishacertified To“reader friendly” ensure greater transparency, ongoing forums forCatholicparishioners ongoing forums dpe ytebsosntoal,then adopted by thebishopsnationally, efcie Bestpractices inother effective. Human Resources Financial Resources 21. Develop a parish five-year Develop plan aparish strategic 21. 4 teghnteCuc’ aaimo leadership Strengthen theChurch’s of paradigm 24. Encourage amongparishes broad collaboration 23. staff for parish all program Implement aneffective review performance 22. 7 Hold anannual to openforum discussfinancialplanningandfundraising 27. Improve process theselection finance for council parish members 26. Publish annual financialauditsandbudgets 25. described more inRecommendationdescribed fully #3). theparish’s is (thisprogram andoperations ministry of parts all ination to review Parishes shoulddevelop afive-year planthatincludesanintensive strategic self-exam- cants. appli- actively seekingcandidates forlay minister beyond apurely volunteer poolof and(3) theparish, to meettheneedsof talentandability ministers onthebasisof lay (2)assigning andreligious must become priests thatall pastors, the expectation leadershipshouldbestrengthened by (1)changing The CatholicChurch’s of paradigm become moreshortages acute. larly usefulasanalternative andasfinanciallimitationsclergy closings to parish resources canbeparticu- of Aclustering andotherresources. youth ministers, trators, adminis- for example, Parishes shouldcollaborate each broadly otherby with sharing, Recommendation #13). moreters isdescribed fullyin (thisprogram shouldbeimplemented inparishes andlay minis- sisters, brothers, An effective forpriests, program performance review ning and methods of fundraising canbediscussed. fundraising ning andmethodsof Parishes where shouldprovide financialplan- forparishioners anannual openforum anddevelopingmembers andseektheirassistance additionalmembers. intraining Select conflict-free finance asparish council financiallyexperienced parishioners and budgetsintheirentirety. and publishannual transparency financialaudits Parishes shouldadhere to apolicyof 45 Recommendations Recommendations 46 Governance NATIONAL LEVEL Recommendations fortheLongerTerm Human Resources .Develop more effective Church Hispanics and leadershipwith Asians 2. and cultural Participate dialogueto share inanational indealingwith experiences 1. .Establisha Youth Corps 5. CatholicCareer Service EstablishaU.S. 4. for newbishops program andeducation training Establishavigorous 3. uegot fbt fthesepopulations. bothof huge of growth TheChurch should consider modelto creating accommodate astructural the nities. ing outto anddeveloping Church theHispanic and leadershipwithin Asian commu- reach- The CatholicChurch atthenationalanddiocesan levels must doabetter jobof shouldalsobeconsidered. meetings regional Similar periodic change. andorganizational cultural thedifficultissuesof relevant experiences indealingwith thedialoguewould beto share of Thepurpose States to diversity. ensure geographical locationsacross theUnited of shouldbefrom andthey avariety Catholic Church, leaders shouldrepresent thebroad p These from bothinsidetheCatholicChurch andinthesecularnonprofit worlds. substantialscale influentialinstitutionsof icant experience inleadingandmanaging national dialogueamongprominent Catholiclay leaderswhohave andreligious signif- ina andparticipate endorse, bishopsshouldencourage, The USCCBorindividual change organizational Catholics into working atthediocesan level. A Youth shouldbeestablishedandpromoted Corps young to draw service-minded Thiseffort privately educationgrants. financed higher with should besupported andsupport. mentoring, It would alsoprovide ongoingtraining, ties. tions andacareer pathway able to take from individuals localto nationalresponsibili- Thisnationalinitiative would feature well-defined jobdescrip- younger talent. bright, anddevelop to attract CatholicCareer Service The Church shouldestablisha U.S. management aswell asinfinancialandpersonnelmanagement. eral wouldprogram draw onoutsideresources andfocusonstrengthening setsingen- skill This thatotherprofessions programs similarto provide fortheirleaders. training ops, for newbish- The Church andeducationprogram training shouldestablishavigorous hilosophical perspectives the foundwithin 47

Financial Resources

6. Use the latest technology to improve financial reporting The latest technology should be employed to increase the ease, consistency, and accu- racy of financial reporting. Consider, for example, using the USCCB Web site to deliv- er online financial management training to the members of diocesan and parish Recommendations finance councils.

7. Implement a strategic/financial planning process to identify the future needs of the Church A strategic and financial planning process, preferably drawing on the expertise of out- side professionals, should be employed at the national level to identify the future needs of the Church, along with the resources and national appeals needed to fund them.

8. Examine economies of scale in purchasing goods and services The USCCB should examine ways the U.S. Church can benefit through economies of scale in purchasing goods and services.

DIOCESAN LEVEL

Governance

9. Increase trust and empowerment by “managing from the middle” Bishops, pastors, and priests should draw on the powerful notion of “managing from the middle” to increase trust and empowerment and to utilize better the skills and tal- ents of people around them, particularly the laity.

10. Improve the operation of the diocesan pastoral council The diocesan pastoral council should be a model of constructive dialogue between its members and the bishop who presides over the group, and council members should be trained to be more effective leaders through instruction in ecclesiology as well as in such practical areas as how to reach consensus and how to run a meeting.

11. Adopt a proactive service mentality where dioceses view parishes as clients The diocese should look at its parishes as clients (for example, the Detroit Archdiocese replaced the word Chancery with Central Services) to emphasize the role of the diocese in supporting each of its parishes.

12. Pair needier and wealthier parishes to form a constructive relationship Parishes that are wealthier in managerial, financial, and programmatic resources should be paired with needier parishes within the diocese to foster a constructive rela- tionship where the former can counsel and assist the latter. Recommendations 48 Governance LEVEL PARISH Human Resources Financial Resources 3 norg n epprse ocnutproi uvy fparishioners of surveys to conduct Encourage andhelpparishes periodic 13. 9 Improve theprocess councils pastoral for for members parish selecting 19. 5 Engageinbroad dialoguebefore anewpastor appointing 15. inleadership particularly for priests, Provide andtraining life-long education 14. 8 Provide positive reinforcement incentive through programs 18. broader cooperative procurement of Examinethecost savings 17. centralized resources with Provide parishes for development andfundraising 16. ie,sre rprto,aayi,andtabulation)forthissurvey. analysis, preparation, survey (i.e., support shouldprovide thelogistical diocesan Acentral service change. meaningful collecting dataandproviding feedbackonwhich to base asawayparishioners of Parishes thediocese shouldbeencouraged to within of conduct survey aperiodic ltos andwomen. ulations, wants—andurgentlyneeds —to the parish Parish pastoral councils shouldreflect through theirmembershiptheconstituencies choosing anewpastor. inadvance of staff andparish parishioners Bishops shouldholddialoguesessionswith complex jobs. feedbackandguidance handletheirtough, tooffering helppriests It shouldbealife-longeducationalendeavor, how asuccessful works. parish of vision to inspire level priests acommon by andproviding training themwith the seminary process The at shouldstart by providing education/training. leadership, in thearea of particularly Priests shouldbegiven helpto determine theirstrengths andweaknesses, n iaca efrac hog ead cnweget andincentive systems. acknowledgment, and financialperformance through reward, management, Positive reinforcement shouldbecreated forexemplary programmatic, the diocesan level. broader co The potential cost of savings indevelopment/fundraising. in itsterritory The diocese shouldprovide competent centralized resources to with- assisteach parish operative procurement shouldbeexamined at sre nldn on dls ethnicpop- includingyoung adults, serve, Human Resources 1 Develop aprocess homiliesandmusic liturgy for evaluating 21. “welcome” Promote anatmosphere of 20. be developed to attract the broadest range of parish participation. parish thebroadest of be developed to range attract should music liturgy homiliesandtheappropriate of range A process of forevaluation representatives. parish all by “welcome” Programs shouldbe developed to create anatmosphere andattitudeof 49 Recommendations

Mary GuilfoileMary Gubish Ann Mary JoAnn Dubetz James Davidson Louis Cuoco Nancy Cruz Michael Collins Brabeck Mary we would like to acknowledge people: thefollowing In addition, Equitable Production Group. of andMichaela Potter andthe staff atImpact Productions, Lauren Roth andtheentire staff event, forhostingthis The Wharton School andhisstaff We acknowledge gratefully DeanPatrick Harker of We would like to forfacilitatingthebreakout thankthemoderators andscribes sessions. Charles Zech. Dr. John Strynkowski, and Msgr. Paul Wilkes, Dr. ArchbishopJames Weisgerber, Gerard Roche, Watters, Donald KathleenTurley, Sr. S.J., Syron, Richard ThomasReese, Rev. Patricia S.J., Sr. Monan, Donald J. Bishop DaleMelczek, Rev. Mitchell, Archbishop William Levada, Eugene Lauer, Rev. Hehir, Bryan J. Zeni Fox, Dr. Carol Fowler, Vartan Gr Peter Frederick Flynn, Gluck, Bishop William Friend, John Farrell, Sharon Euart, Sr. Haig Dadourian, Corcoran, Butler, Francis J. Dr. Boisi, Geoffrey T. Bennett, Robert David Barker, Dr. DeanHarold Attridge, We would like thethankspeakers andpanelists: Kerry S.J., Reese, Thomas Rev. Jonathan O’Herron, andFay Vincent. S.J., Margaret O’Brien Steinfels, Robinson, DonaldMonan, J. Rev. Healey, Thomas J. Geo aboutsuchplanning to asuccessful bring event: andthoughtful effort, committee thesteering fortheirtime, We would like to thank themembersof dialogue. inthistimelyandimportant andexpertise experience, their insight, We mostespeciallythankthebishopswhotook time somany. This conference would of nothave thededicationandsupport beenpossiblewithout Acknowledgments Jack McCarthy Carol McCarthy Gail Manza Kathleen Mahoney Lorri Lavender Susan King Ana Kelly James Heft Rev. enNcoa aad,Hn ud aars,Dennis Guido Calabresi, Hon. Dean Nicholas Cafardi, gra,Da arc akr hmsJ ely Rev. Healey, J. Thomas DeanPatrick Harker, egorian, John O’Connor Ha Nguyen Murray Michael Stan Mendoza Kathleen McLaughlin Keira McCrudden Kathleen McChesney Elizabeth McCaul out of their enormously busyschedules to theirenormously share out of fe .Bii rni .Bte,Frederick Gluck, Butler, Francis J. Boisi, ffrey T. Anne Marie Urban Kathleen Kennedy Kelly Tedesco Hope Steele Scully Maryanne RussoLorraine James Post Townsend 51 Acknowledgments Acknowledgments 52 Randy Young. Kelly Tedesco and and theskillfuleditingof DonaldMonan, Rev. Healey, ThomasJ. Francis Butler, acknowledge created thosewho we gratefully Last, hscneec eot nldn efryT Boisi, includingGeoffrey T. this conference report, r ai .Barker David G. Mr. r Harold Attridge Mr. Christopher Anderson Mr. Joseph Amaturo Mr. ANDLAITY RELIGIOUS, CLERGY, Bishop GabinoZavala Archbishop James Weisgerber Reiss Bishop Francis R. Perry Bishop Joseph N. Pates Bishop Richard E. Melczek Bishop Dale J. McNaughton Bishop WilliamJ. Levada Archbishop WilliamJ. Imesch Bishop Joseph L. Friend Bishop WilliamB. Brown Bishop Tod D. Boland Kevin Bishop J. BISHOPS Participants Appendix A r ila .Baker William F. Dr. Queen’s Foundation Working Party on Authority andGovernance inthe CatholicChurch. around theworld inart Christ and across two millennia. tive producer of the boardrial of onthe edito- Attridge serves literature Mr. inrelation to theNew Testament andearlyChristianity. theCatholic Community Foundation. tors of The Face: Jesus in Art ora fBiblicalLiterature. Journal of sagnrlprnri mtr ru,Ld,adsre ntebado direc- on the board andserves of Ltd., in Amaturo partner is ageneral Group, speietadcifeeuieofcro hrenWE.D.Baker isexecu- Dr. Thirteen WNET. executive officer of is president andchief sBso fOag,CA. Orange, is Bishop of stefudn ebro theEuropean Values Research Group andthe is thefounding memberof sda fteYl iiiySho n edn coa fJewish andGreek the Yale School andaleadingscholar of Divinity is deanof sa uiir ihpo o nee,CA. Los Angeles, is an Auxiliary Bishop of steAxlayBso fCiao IL. Chicago, is the Auxiliary Bishop of sBso fSvna,GA. Savannah, is Bishop of steBso fGr,IN. Gary, is theBishop of sa uiir ihpo h rhics fDtot MI. Detroit, the Archdiocese of is an Auxiliary Bishop of sBso fJle,IL. Joliet, is Bishop of sAxlayBso fS.Pu n inaoi,MN. Paul andMinneapolis, St. is Auxiliary Bishop of sBso fSrvpr,LA. Shreveport, is Bishop of seeuiedrco ftheNational Association forLay Ministry. is executive director of steAcbso fSnFacso CA. SanFrancisco, is the Archbishop of steAcbso fWnie,Manitoba. Winnipeg, is the Archbishop of is the retired Bishop of Inchon, South Korea. South Inchon, is theretired Bishop of adakdcmnayfl httae h mg fJesus theimageof film thattraces documentary landmark a , 53 Appendices Appendices 54 r Lisa Sowle Cahill Dr. Cafardi P. Nicholas Mr. e.WlimJ yo,S.J., Byron, William J. Rev. Francis Butler Mr. r ihr .Burke Richard J. Mr. Kathleen Buechel Ms. r onF Bradley John F. Mr. Brabeck Mary M. Dr. r Kurt Borowsky Mr. ReneBoisi, Mrs. r efryT Boisi Geoffrey T. Mr. Bennett Robert S. Mr. Ph.D., RSM, Bendyna, Mary E. Sr. Ph.D., Robert Beloin, Rev. Becker Richard C. Mr. Lynn Becker, Mrs. Beal John P. Rev. fCatholicBishops. of Conference theU.S. theNational Lay Board Review of Cafardi isalsoamember of Mr. law. fessor of CatholicColleges andUn the Association of recipient of theology since 1976. theology overhis contributions theyears to Catholic Bishops. Conference of asdomesticsocialpolicydirector Butler served fortheU.S. Mr. For years, eight CA). schools andparishes. andsecondary diocesan Catholicelementary and private, forparochial, programs andtraining publications, direct consultativevides guidance, Society. nvriyBado rses eas evso h J onainBado Trustees. He ontheNJNFoundation alsoserves Board of Trustees. University Board of ebro thePapal Foundation. member of anda Mentor/The National Mentoring Partnership, of isfounderandchairman Boisi Mr. Chase. e fteNtoa a eiwBado h ntdSae ofrneo CatholicBishops. theUnited States Conference of theNational Lay Board Review of ber of He isalsoamem- thenation’s mostinfluentialandsuccessful attorneys. trial Bennetisrepeatedly listed invarious publications asoneof Mr. in Washington. LLP, Meagher &Flom, Arps, Skadden, the Americas. Mercy of theSisters of theBuffalo Regional Community of Apostolate (CARA)andamemberof D.C. Washington, America, at YaleUniversity. educator. sa soit rfso nteSho fCanonLaw attheCatholicUniversity of is anassociate professor intheSchool of h rhrJ Schmitt Foundation. the J. Arthur speieto Foundations andDonorsInterested inCatholic Activities (FADI- is president of scara fPbi far o h ainlAscaino theHoly Name Public Affairs for theNational Association of of is chairman is president and founder of Catholic School Management, Inc., a firm thatpro- afirm Inc., CatholicSchool Management, is president andfounderof scara fVnBue aaeetadcara ftheSeton Hall Van Beuren Management of andchairman of is chairman sartrdprnro oda,Scs&C. n iecara fJPMorgan of chairman andvice Sachs &Co., Goldman, of is aretired partner sda fteSenad colo EducationatNew York University. theSteinhardt School of is deanof speieto h lo onain itbrh PA. Pittsburgh, the Alcoa Foundation, is president of is J. Donald Monan, S.J., Professor at Boston College, where she has taught where shehastaught Professor atBoston College, S.J., DonaldMonan, is J. scara fteAtu .Schmitt Foundation. the J. Arthur of is chairman sda fteDqen nvriySho fLaw where heisatenured pro- theDuquesneUniversity School of is deanof heads theinternational government enforcement group atthelaw firm is theCatholicchaplain at SaintThomasMore CatholicChapel&Center speieto ooaUiest nNwOlas A He wasthe1999 LA. Loyola University inNew Orleans, is president of seeuiedrco ftheCenter for Applied Research inthe is executive director of the advancement of Catholic higher education. Catholichigher the advancement of vriisTedr .Hesburgh Award for iversities Theodore M. e.Jh .Doctor John L. Rev. Sr. Melanie DiPietro Melanie Sr. Joseph Corsini Mr. Corcoran Dennis Mr. Contreras Armando Mr. Jr., Connors, John M. Mr. Connelly Michael D. Mr. Michael Collins Dr. r onD DiJulio John D. Dr. Thomas DeStefano Mr. James DavidsonMr. Haig Dadourian Mr. Jr., Joseph Curran, J. Mr. Curran Daniel J. Dr. LouisCuoco Mr. Maryanna Coyle Sr. Thomas Cerruti Mr. Cernera Anthony J. Dr. John Caron Mr. Calabresi Guido Hon. rvneo h re fFir io nS.Lus MO. Louis, Friars Minor in St. theOrder of Province theSacred Heart of heisprovincial minister of In addition, Men. Major of Superiors Conference of trates on religiously affiliated corporations. She is a Seton Hill Sister of Charity andacanonlawyer. Charity She isaSeton Hill Sister of affiliated onreligiously trates corporations. Center forResearch onReligion andUrban (CRRUCS). Civil Society NJ. Saddle River, Ministry. Trustees. theBoston College Board of as chairmanof Health Christi Care Caritas System inMassachusetts. of Researchthe Scripps Institute. advancing Catholic-Jewish relations. as well aspublisherof (CCJU). andtheCenter Understanding forChristian-Jewish University’s MBA inLuxembourg, program Sacred Heart establishing theInstitute forReligious EducationandPastoral Studies(REAPS), Yale Law School. deanof andformer Yale Law School, speieto ao nentoa,Genih CT. Greenwich, Caron International, is president of speieto oi omnctos n. a Inc., LouisCommunications, is president of sCOo h ics fWligo,DE. Wilmington, theDiocese of is CFOof sapoesro a tteUiest fPnslai,where healsofoundedthe Pennsylvania, law attheUniversity of is aprofessor of speietadeeuiedrco fteS iityFudto nCnint,OH. Foundation inCincinnati, theSCministry is president andexecutive director of is a professor of sociology atPurdue sociology University. is aprofessor of is president of the Skaggs Institute for Research, a chemistry and biology arm of arm andbiology chemistry a Institute theSkaggs forResearch, is president of is chairman of the board of trustees, College of the Holy Cross, and former CEO andformer theHoly Cross, College of trustees, theboard of of is chairman speieto h nvriyo Dayton inOhio. theUniversity of is president of scara fteDoea oni fthe Church.Armenian theDiocesan Council of of is chairman scretysceaytesrradha ftheFinance Committee forthe is currently secretary/treasurer andheadof sfudradc-hi fBuchanan Ingersoll’s which concen- CARTA Group, is founderandco-chair of saUie ttscrutjde theSterling professor andlecturer at emeritus is aUnited States circuit judge, sdrco fMnseilDvlpeta h hrho thePresentation in Ministerial Development attheChurch of is director of speieto ahlcCaiisUA lxnra VA. Alexandria, USA, CatholicCharities is president of is president of Sacred Heart University. Dr. Cernera isalsoresponsible for Cernera Dr. Sacred Heart University. is president of satre eea o h tt fMaryland. fortheState of general is attorney Dialogue Today,Dialogue speietadCOo ahlcHatcr atesi icnai OH. CatholicHealthcare Partners inCincinnati, is president andCEOof scara n E fHl,Hldy onr n ompls aswell andCosmopulos, Connor, Holiday, Hill, andCEOof is chairman seeuiedrco ftheNational CatholicCouncil forHispanic is executive director of a quarterly publicationdevoteda quarterly to understandingand full-service communications agency,full-service 55 Appendices Appendices 56 r onJ Gibbons John J. Mr. Mary Gautier Ms. e.McalJ aazn,S.J., Garanzini, Michael J. Rev. Frank William P. Mr. Edmund Franchi Mr. Fox Zeni Dr. Carol Fowler Ms. r ee .Flynn Peter M. Mr. Flanagan Timothy C. RSM, Sharon Euart, Sr. Mary Jane England Dr. r arcaA Eck Patricia A. Sr. r ae .Duffy James H. Mr. RN PhD, SP, Dufault, Karin Sr. S.J., O’Donovan, LeoJ. Rev. Donnelly Thomas J. Mr. Ms. Elizabeth Donnelly Elizabeth Ms. osiuinlLw ei loatuteeeiu fHoly Cross College. thefirm’s Fellowship inPublic Interest He of emeritus isalsoatrustee and Constitutional Law. andfounderof Department, theLitigation of trends intheUnited States. specializes in Catholicdemographic Mary Asociologist, Apostolate atGeorgetown University. who haspublishednumerous booksandarticles. andspeaker researcher, Father isanestablishedauthor, Garanzini children andfamilypsychology, fFort TX. Worth, of ok Y n rse fGeorgetown University. of andatrustee NY, York, Subcommittee onLay Ministry. Bishop’s Fox to isalsoanadvisor theU.S. Dr. located atSeton Hall University inNew Jersey. oit fAeiaadamme ftheCatholicCommon Ground Initiative. andamemberof America of Society CatholicBishops intheU National Conference of theCatholicHealth Association. of trustees theboard of person of eto leadershipthroughout theUnited States. of ject Chartered Leadership Fellow andhasspoken onthesub- He holdstheprofessional of designation Women’sPsychiatricthe American and the American Association Medical Association. h or ftute ftheInstitute for Advanced CatholicStudies. of trustees the board of Health System, a four-state a healthcare delivery system onthe West Coast. Health System, FinancialBoard. Society theMaryknoll chairmanof former inLatin America. missionary is the associate professor of pastoral theology atImmaculate pastoral Conception theology Seminary is theassociate professor of sdrco fteDprmn fPronlSrie o h rhics fChicago. Personnel forthe Archdiocese Services of of theDepartment is director of scaresno h or fdrcoso BonSecours Health System andchair- directors of theboard of of is chairperson steeeuiedrco fteCtoi col’Trust theCatholicDiocese within theCatholicSchools’ is theexecutive director of sasno eerhascaea AA theCenter for Applied Research inthe is aseniorresearch associate atCARA, sawie n eie ayrfo rvt,San or.He isamemberof Swaine &Moore. andretired lawyeris awriter from Cravath, sadrco fGbos e e,Dln rfigr&Vchoe .. amember P.C., & Griffinger Vecchione, Dolan, DelDeo, Gibbons, is adirector of seeuiedrco o h ahlcCmu iityAscain icnti OH. Cincinatti, is executive directorAssociation, fortheCatholicCampusMinistry sasno ate ttelwfr kde,Ap,Mahr&Fo L,New Meagher &FlomLLP, Arps, atthelaw Skadden, firm is aseniorpartner sfudradcara fteCtoi edrhpIsiuei avr,PA. theCatholicLeadership Institute inMalvern, of is founderandchairman is the first lay president of Regis College. Dr. England served aspresident served of England Dr. Regis College. is thefirstlay president of is acanonlawyer forthe asassociate secretary andhasserved general satuteo h ayJ onlyFudto nPtsug,P,and PA, DonnellyFoundation inPittsburgh, J. theMary of is atrustee stefre rsdn fGogtw nvriyadpoesro theology. Georgetown University andprofessor of presidentis theformer of saP..candidate atHarvard University lay Maryknoll andformer is aPh.D. is president of Loyola University Chicago. An authority inthefieldof An authority Loyola University Chicago. is president of scretyvc rsdn,Mission Leadership fortheProvidence president, is currently vice ie tts h speieto theCanonLaw Sheispresident of nited States. r.Thomas Johnson Bro. Ingrassia Francis J. Mr. Rosemary Huber Sr. CP, Michael Higgins, Rev. Hentges Harriet Ms. Hellwig Monika K. Dr. e.J Bryan Hehir J. Rev. Heft James L. Rev. r agrtM Healy Margaret M. Dr. Healey Thomas J. Mr. SueHarte Ms. r Patrick Harker Dr. T. Guerra Michael J. Mr. MaryGubish Ann Dr. S.J., Grummer, James E. Rev. VartanMr. Gregorian Elena Maria Gonzalez Sr. r rdrc .Gluck Frederick W. Mr. r Edward Giganti Mr. Sachs &Co. directors. the board of andpresident of Province, America. of Society the CatholicTheological She isthepastpresident of School. Harvard Divinity dean of specializes in doctrinal and moral theology. andmoral specializes indoctrinal Heft Fr. CatholicphilosopherCharlesTaylor. He of isalsoeditingabookonthethought Dayton. College. Mawr under President Ronald Reagan. theTreasury He of wasassistant secretary Government. Harvard University’s Kennedy School of andHaverford. Mawr, Bryn to schools such asSwarthmore, service eleven years of andSystems atPenn. Electrical Engineering asaprofessor appointment of and holdsasecondary Harker is also aseniorfellow atthe Wharton FinancialInstitutions Center Dr. Private Enterprise. rvnilo h icni rvneo h oit fJesus. of theSociety the Wisconsin Province of provincial of Committee onHispanic Affairs. Bishops’ and aconsultant to theU.S. Bechtel Group. Association. scretytecmu iitra h nvriyo enyvna Shehasdedicated Pennsylvania. is currently thecampusminister attheUniversity of sUiest rfso fFaith andCulture andchancellor attheUniversity of is University Professor of scretypeieto ahlcCaiis rhics fBso,andformer Boston, Archdiocese of Catholic Charities, is currently president of is manager of the Communications Department of the Maryknoll Sisters. theMaryknoll of theCommunications Department is managerof is senior director, Ministry Leader Ministry is seniordirector, seeuievc rsdn fteUS nttt fPae ahntn D.C. Washington, Peace, Institute of theU.S. is executive president vice of sda fTeWatnSho n h einePoesro Management and The Wharton School andtheReliance Professor of is deanof stergoa ietro hita rtesCneec,Lnoe,MD. Landover, Brothers Christian Conference, directoris theregional of sdrco fPsoa ieadPann o h ics fGenbr,PA. Greensburg, Pastoral LifeandPlanningfortheDiocese of is director of sartrdprnro oda,Scs&C.andcurrently aseniorfellow at Sachs &Co. Goldman, of is aretired partner speieto h ainlCtoi dcto soito,Wsigo,D.C. Washington, theNational Catholic Education Association, is president of speieto h angeCroaino mrc,NwYr,NY. New York, America, of Corporation theCarnegie is president of seeuiedrco fteAscaino CatholicColleges andUniversities. the Association of is executive director of a h aaigdrco fMKne o n.advc himno the of chairman andvice Inc. McKinsey &Co. directorwas themanaging of smngn ietri hreo municipal finance businessatGoldman, directoris managing incharge of sartrdpeieto oeotCleeadfre raue fBryn Rosemont treasurer College andformer of is aretired president of speieto h eia mrcnClua etri a noi,TX, theMexican CulturalAmerican Center inSan Antonio, is president of spoica ueiro h ogeaino h aso,Holy Cross thePassion, theCongregation of of is provincial superior samme ftebado rseso aqet nvriy He is Marquette University. of trustees theboard of is amemberof ship Development fortheCatholicHealth 57 Appendices Appendices 58 Mother Mary McGreevy Peter McDonough Mr. Kathleen McChesney Ms. McCaul Elizabeth Ms. McCarthy John H. Mr. Manion Matthew F. Mr. Kathleen Mahoney Ms. Michael Madden Mr. Macchiarola Frank J. Mr. S.J., Locatelli, PaulRev. L. OlegLobanov Mr. Gerry Lee Mr. s Dolores Leckey Ms. EugeneLauer Rev. SusanKing Ms. Michael King Mr. Robert Kiely,Mr. Kennedy John R. Mr. s Ana VillamilKelly Ms. Carol Keehan Sr. Ted Keating Rev. 20 years. Women and Laity, Youth attheNational Confer Life, theSecretariatforFamily Leckey executive istheformer director of CatholicBishops. American scretyeggdi td ftetasomto fCatholicism. of thetransformation is currently engagedinastudy of CatholicBishops. theUnited States Conference of National Lay Board Review of member of New YorkOffice. LLP. &Hirschtritt, Syracuse Halpern, Tannenbaum, counsel to thelaw of firm MD. Baltimore, Hesburgh Union. Center attheCatholicTheological CatholicBishops. Conference of U.S. University. directors. Georgetown University’s board of man of arl ao usn n eaiiainCne,i ahntn D.C. in Washington, ManorCarroll Nursing andRehabilitation Center, MD. Spring, spr ftelaesi emo h aynl iso soito ftheFaithful. Mission theMaryknoll Association of theleadershipteam of of is part is vice president of Public Affairs at the Carnegie Corporation of America New NY. America York, Public of Corporation Affairs attheCarnegie presidentis vice of a Benedictine Oblate, is a professor of English and English literatureAmerican atHarvard isaprofessor of a BenedictineOblate, evsa rsdn/he xctv fie fPoiec optl which includes Providence Hospital, executive officer of aspresident/chief serves seeuiedrco,Cneec fMjrSproso e’ nttts Silver Men’s Institutes, Major of Superiors Conference of is executive director, sdrco fteNtoa atrlLf etri e ok n odrco fthe theNational Pastoral andco-director LifeCenter inNew of York, is director of scara fteBsns iiino se omnt olg,NJ. Essex Community College, theBusiness of Division of is chairman is vice president of Fundraising and Marketing for Catholic Relief Services in Services Fundraising andMarketing forCatholicRelief presidentis vice of is aseniorfellow atthe Woodstock Center to andanadvisor Theological the stefre E ftheFederal Paper Board Company chair- andtheformer CEOof is theformer sapicplprnra uso,NwYr,NY. New York, atQuestor, partner is aprincipal is PricewaterhouseCoopers GlobalEducationPractice Leader. sascaedrco,SceaitfrFml,Liy Women and Laity, Youth the Secretariat forFamily, with is associate director, sapoesra rzn tt nvriysPltclSineDprmn.He is aprofessor at Arizona State University’s Political Science Department. saprnra rmnoyFnnilGopadprnri-hreo the atPromontory FinancialGroupis apartner andpartner-in-charge of speieto h uaia onain e ok NY. New York, theHumanitas Foundation, is president of speietadCOo theCatholicLeadership Institute. is president andCEOof svcrgnrlo h eiiu itr fMryi la MI. Mercy in Alma, theReligious Sisters of of general is vicar is president of Santa Clara University. SantaClara is president of seeuiedrco fteOfc fChildand Youth Protection anda theOffice of is executive director of speieto t rni olg nNwYr.He asspecial alsoserves Francis College inNew York. St. is president of ence of Catholic Bishops, where she served for where sheserved CatholicBishops, ence of r hmsP O’Neill III Thomas P. Mr. Jonathan O’Herron Mr. e.Jsp .OHr,S.J., O’Hare, Joseph A. Rev. S.J., O’Flaherty, EdwardRev. M. r John O’Connor Mr. M.D., O’Connell, Ralph A. Mr. Jane Burke O’Connell Ms. Jane O’Connell Ms. O’Brien Dennis G. Dr. David O’Brien Dr. Thomas Norton Mr. Neureuther R. Don Mr. Jr., Michael Murray, R. Mr. r Jerome Morrissey Dr. Montrone Paul M. Mr. S.J., Donald Monan, J. Rev. SFCC, Patricia Mitchell, Sr. Miller Scott H. Mr. Kathleen McLaughlin Ms. Patrick McGrory Mr. America otn MA. Boston, by Pope John Paul II. Gregory St. the RedAmerican Cross He of inGreater hasbeenmadeaknight New York. of trustee ok NY. York, fMedicine. of Bucknell University. MA. Worcester, New York. active the andformerly inapro with Archdiocese bonocapacity of NY, Manor, oe CA. Jose, theprivate investor group atMiller Anderson. andapositionasmanagerof Sachs &Co. Goldman, ground includes12years intheprivate investor group andinvestment of bankingdivision through majorculture guideorganizations business who transformations. inbothpsychology and specialized facilitators deeplytrained Thegroup iscomprised of America. DE. Wilmington, magazine. sLyl rfso fRmnCtoi tde tteCleeo theHoly Cross, Roman CatholicStudiesattheCollege of is Loyola Professor of scaro edti,Gibr,Stein &McKee’s Family Law Department. Grinberg, Feldstein, is chair of stemngn ate n one fSrtgcCptlAvsr.Miller’s back- Capital Advisors. Strategic andfounderof partner is themanaging saprnrwt otn&MLuhi,alwfr nBso,MA. alaw inBoston, firm Norton with &McLaughlin, is apartner scifeeuieofcro HWinyIvsmn aaeet L,New LLC, JH Whitney Investment Management, executive officer of is chief speieteeiu n rfso fPiooh,Uiest fRochester and University of Philosophy, andprofessoris president emeritus of serves as trustee atlargetheRaskob astrustee serves Foundation forCatholic Activities, scara fteFnneCmitea t Theresa’s Parish inBriarcliff theFinance Committee atSt. of is chairman scara n E fFisherScientificInternational. andCEOof is chairman seeuiedrco ihApaOeaFudto,Npe,FL. Naples, is executive director with Alpha OmegaFoundation, saprnra aadFèe,tuteeeiu fMdlbr olg,anda College, Middlebury of emeritus trustee atLazard Frères, is apartner is chancellor of Boston College, having served 24years having served asitspresident. Boston College, is chancellor of speieto h lmnFudto,NwYr,NY. New York, the Foundation, Altman is president of stefre rsdn fFordham University andassociate editor of presidentis theformer of scara n he xctv fie fO’Neill and Associates in executive officer of andchief is chairman samngn ietro Mckinsey &Company. directoris amanaging of salae fMcKinsey’s Performance Culture Institute inNorth is aleaderof sdrco fteOfc o aih&Pann o h ics fSan theOffice forParish &Planning fortheDiocese of is director of spooto e okMdclCleeadda ftheSchool New York Medical College anddeanof is provost of evso h otnCleeBado Trustees. ontheBostonserves College Board of 59 Appendices Appendices 60 sr Robert Sheeran Msgr. LeoShea Rev. r Russell Shaw Mr. Serna DomMark Rev. Sargent A. Mark Mr. Russett Bruce M. Mr. Mary Rocklage Sr. Gerard Roche Mr. s er .Robinson Kerry A. Ms. CokieRoberts Ms. PhilipRies Mr. S.J., Reese, Thomas J. Rev. Raskob William F. Mr. Pulaski Phillip Dr. James Post Mr. Ponchitta Pierce Ms. e.CukPefr M.M., Chuck Pfeffer, Rev. Perella Frederick Mr. r ahrn .Pte,RSHM, Patten, Catherine M. Sr. Orzechowski Edward J. Mr. yafelnewie n eotrcvrn ahlcCuc far ae nWsigo,D.C.ly afreelance andreporter covering writer CatholicChurch affairs based in Washington, otmuh RI. Portsmouth, FADICA. Board of the andamemberof theRaskob Foundation forCatholic Activities, amemberof Yale University, Academy of Arts andSciences. Arts Academy of the American andafellow of United Nations Studiesat Yale, He isdirector of Yale University. MO. Louis, LouisUniversity and Washington University inSt. atSt. care administration health- asanadjunctprofessor Shealso serves of Healthcare Executives. the CollegeAmerican of of h ..CatholicChurch. the U.S. FADICA. theBoard of of Sheiscurrently editor acontributing at magazine writer. Saint Agatha-Saint James Church. he wasnamedto hispresent positionasparochial of vicar when theOYYA years until1996, foreight Chuck asdirector served of Fr. University Council. City the National Pastoral LifeCenter inNew York. is head of the capital campaign of the Maryknoll Fathers andBrothers. theMaryknoll of thecapitalcampaign is headof speietadc-one fVieo theFaithful. Voice of is president andco-founder of is the chief financial officer of the Diocese of Orange inCalifornia. Orange theDiocese of financialofficer of is thechief safre tf ebro h ..Cneec fCtoi ihp,andpresent- CatholicBishops, Conference of theU.S. memberof staff is aformer scifcongressional analystfor ABC News. is chief scara fHirc tuge,NwYr,NY. New York, Heidrick &Struggles, of is chairman sahatcr oslatt h ..Cneec fCatholicBishops andafellow Conference of is ahealthcare consultant to theU.S. is a former Maryknoll lay missionary inLatin layAmerica. Maryknoll missionary is aformer sda fteVlaoaUiest colo Law. the Villanova University School of is deanof is a journalist with extensive with is ajournalist hostandproducer experience asatelevision and sDa ceo rfso fInternational Relations andPolitical Science at is Dean Acheson Professor of samme ftheRaskob Foundation forCatholic Activities andamember is amemberof speieto Seton Hall University in New Jersey. is president of sdrco fdvlpeta t ThomasMore CatholicChapel&Center at development atSt. is director of seeuievc rsdn fteRso onain imntn DE. Wilmington, theRaskob Foundation, is executive president vice of sabtadha fthePortsmouth Abbey School’s Governing Body, is abbotandheadof seio ncifof is editor inchief speieto ahlcCaiiso h rhics fWsigo,D.C. Washington, the Archdiocese of of CatholicCharities is president of scretyacatrmme n hpano the Magnus Albertus is currently acharter memberandchaplain of stecodntro theCatholicCommon Ground Initiative at is thecoordinator of America aaie He recognized on isawidely expert magazine. Parade Magazine. r o .Watters C. Don Mr. ShawantaMs. Watson Walcott e.JfryP o r,S.J., von Arx, Jeffrey P. Rev. Kathleen Turley Sr. s Kathleen Kennedy Townsend Ms. Psy.D., O.S.A., Robert Thornton, Bro. Syron Richard F. Dr. Stephen Synan Bro. Swyt Joseph F. Mr. S.T.D., Strynkowski, John J. Msgr. Stone Phyllis W. Ms. r Peter Steinfels Mr. Margaret O’Brien Steinfels Ms. s ayJ Steele Guilfoile Mary J. Ms. Smithson John W. Mr. O.P., PhillipSmith, Rev. Ray Sickinger Mr. Short D. Marianne Hon. cializes andpublicopinionresearch. inpolling Trustees. College Board of He ontheBoston alsoserves atFordham History University. dean andassociate professor of h oetF Kennedy Memorial Foundation. F. the Robert theboard of Kennedy Human award Rights chair of andtheformer F. theRobert is thefounderof on sexual abuseprevention andeducationto the Augustinians. andthe Electron Corporation Stock Thermo American Exchange. man andCEOof CatholicBishops. Conference of theU.S. Practices of Trustees. the Notre DameBoard of research project on CatholicsinthePublicAmerican Square. He isco-directing athree-year asSenior Religiousously served correspondent from 1988to 1997. Religion andCulture atFordham University’s Lincoln Center CampusinManhattan. theFordham Center on Sheiscurrently co-director of managed andedited by lay Catholics. Street Council. he xctv fie fPMACapital. executive officer of chief College. Providence & Dorsey Whitney LPP. is director of the Feinstein Institute for Public Service and professor of History at History theFeinstein Institute andprofessor forPublic of Service is director of sdrco fteS.Facso siiCtoi omnt nSnJs,CA. Assisi CatholicCommunity inSanJose, Francis of theSt. is director of speieto h eiiu rtesCneec,NwOlas LA. New Orleans, theReligious Brothers Conference, is president of sadrco fMKne opn,Inc. McKinsey &Company, is adirector of rtsteb-eky“eif”column forthe thebi-weekly writes “Beliefs” scaclo fteAcdoeeo Albany New York. the Archdiocese of is chancellor of is the senior director of Marketing for Merck & Company Inc., and serves on andserves Marketing forMerck &Company Inc., is theseniordirector of scara n he xctv fie fFreddie Mac chair- andtheformer executive officer of andchief is chairman scara fSitJsp’ nvriysBado Trustees SaintJoseph’s andpresident and University’s Board of of is chairman stepeieto Providence College inRhodeIsland. is thepresident of is a former judge with the Minnesota Court of Appeals and a partner at Appeals andapartner of theMinnesota Court judgewith is aformer stenwyapitdpeieto Fairfield University andtheformer is thenewlyappointed president of scara fM dios n.andco-chairs theBoston College Wall Inc. MG Advisors, is chairmanof sdrco fCmuiain tZgyItrainl which spe- Communications atZogby International, is director of is executive director of the Secretariat for Doctrine andPastoral theSecretariat forDoctrine is executive director of stefre iueatgvro o h tt fMrln.She Maryland. lieutenant governoris theformer fortheState of was editor of sa uutn rte,ciia scooit andconsultant clinicalpsychologist, is an Augustine brother, Commonweal aaie anindependentjournal magazine, New YorkTimes, where heprevi- 61 Appendices Appendices 62 r John Zogby Mr. Zech E. Charles Dr. Wolf Alan Mr. PaulDr. Wilkes Accountability andSupport.” CatholicParishioners onFinancial such asthe “National of Survey research andsurveys, opinion research. Catholic Parishes: andPractices.The Guide Places toBest sdrco ftheCenter forReligion and PublicAmerican LifeatBoston College. is director of speietadCOo Zogby Internatio is president andCEOof steato fnmru ok nrlgosble n rcie including andpractice, numerous belief booksonreligious is theauthorof spoesro cnmc tVlaoaUiest.He hasconducted funded Economics at Villanova University. is professor of a,which specializes inpollingandpublic nal, Excellent 21–:5m...... LnhPnl...... 2ndFlo ...... Lunch/Panel 12:15–1:45pm HUNTSMAN HALL JONM...... Panel 10:15–12:00pm Prayer andComments...... Auditorium10:00–10:15am...... Opening 8:30–10:00am...... Registration/Breakfast...... 2004 JULYFRIDAY, 9, Conference Agenda Appendix B 2:00–6:15pm ...... Developing an Optimum Pastoral...... Breakout Sessions ...... Developing Pastoral...... Breakout anOptimum 2:00–6:15pm :591p ...... inrSekr...... Inn At Penn—Woodlands ...... Dinner/Speaker Ballroom 7:15–9:15pm Institutions inTransition inGovernance andOpportunities Challenges and Accountability for Boisi Geoffrey T. Bishop DaleMelczek ao a:Possibilities andIssues Relating to Governance and Accountability Canon Law: oenneMdladRl ftheLaity Governance Model andRole of ovrainwt oetBneto theLay Review Board A Conversation Bennettof Robert with Richard Syron S.J. DonaldMonan, J. Rev. Archbishop WilliamLevada Frederick Gluck Dean Patrick Harker (Moderator) sr John Strynkowski Msgr. RSM Sharon Euart, Sr. Dean Nicholas Cafardi Guido Calabresi (Moderator) Hon. 4:55–6:15pm National Model: Bishop William Friend/Rev. J. Bryan Hehir Bryan J. Bishop William Friend/Rev. National Model: 4:55–6:15pm Patricia Mitchell/Donald Watters Sr. Diocesan Model: 3:30–4:45pm Paul Wilkes/Dennis Corcoran Dr. Parish Model: 2:00–3:15pm ....Forum or Plaza 63 Appendices Appendices 64 AUDY UY1,20 O .HUNTSMAN HALL JONM...... 2nd Flo ...... Lunch/Panel 12:15–1:40pm ...... Breakout Sessions ...... Identify Key Issues andIdeas 7:30–12:00pm 7:00–7:30am...... Breakfast...... 2004 SATURDAY, JULY 10, :041p ...... dniyKyIse n da ...... Breakout Sessions ...... Identify Key Issues andIdeas 1:50–4:15pm 5:00pm ...... Mass...... The ...... Mass...... The 5:00pm ...... Aud4:30pm ...... Summary/Next Steps :5m...... Adjourn 5:45pm eaigt aaeeto Human Resources Relating to Management of Governance/Human Resource Issues How andReligions OtherCountries Approach Alternative Perspective: eaigt aaeeto FinancialResources Relating to Management of hmsJ Healey Thomas J. S.J. ThomasReese, Rev. Archbishop James Weisgerber 04–20p Prs oe:D.Zn o/e.Eugene Lauer Zeni Fox/Rev. Dr. Parish Model: Carol Fowler/John10:40–12:00pm Farrell Diocesan Model: Kathleen Turley/Gerard Roche Sr. National Model: 9:15–10:30am 7:30–9:00am Archbishop James Weisgerber Haig Dadourian Dean Harold Attridge David Barker (Moderator) Dr. :041p ainlMdl Vartan Gregorian/Francis Butler National Model: Charles Zech Peter Flynn/Dr. Parish/Diocesan Model: 3:10–4:15pm 1:50–3:00pm 3720 Chestnut Street hldlha PA Philadelphia, Newman Center ...... Forum or Plaza itorium erned organizations should, and do operate. They provide They benchmarks to determine how well an anddooperate. should, organizations erned The on theircompliance theperformance indicators outlinedintheseStandards. with initiativ leadership-based certification ming andavoluntary the nonprofit sector live by the The Standards forExcellence Institute isdedicated to nonprofit helpingindividual and organizations nonprofits to strengthen theiroperations. fifty-five (55) standards enable alongwith -more detailedperformance benchmarks thatwill vided, (8)Guiding Eight Principles are pro- financialmanagementandfundraising. human resources, nance, andaccountability -theseStandards responsibility, compassion, gover- howdescribe nonprofits trust, to shouldact beethicalandaccountable operations, intheirprogram respect, fairness, integrity, Basedonfundamentalvalues-such ashonesty, andgoastep further. build uponthatfoundation, Standards These laws. andfederal state, Nonprofit must applicablelocal, organizations comply with andgovernance.their operations Standards forExcellence (Standards) to asamodelfornonprofit serve to organizations implementin theStandards forExcellence Institute hasreleased these Therefore, tices innonprofit organizations. ethicalandaccountable prac- The Standards forExcellence Institute iscommitted to thelevel of raising andby publicthrough state taxlaws. thegeneral andfederal chases andfees; by consumers through pur- by government andgrants; through contracts tions andvolunteer efforts; contribu- and foundations through charitable corporations Nonprofits are by individuals, supported nonprofit dependsuponpublicconfidence organizations andbroad publicsupport. The success of our communities. ourcitizens andstrengthening andmeeting theneedsof nonprofit are organizations serving country, Hard atwork incommunities across the America’s nonprofit sector iscommitted to publicservice. PREAMBLE ©1998-2004 Standards Institute forExcellence An Ethics and Accountability Code fortheNonprofit Sector Standards forExcellence: Appendix C Standards forExcellence are intended how to describe themost well managedandresponsibly gov- Standards forExcellence. The Institute provides educational program- e by which nonprofits are evaluated based 65 Appendices Appendices 66 .FINANCIALLEGAL AND 5. HUMANRESOURCES 4. CONFLICTOFINTEREST 3. GOVERNING BODY 2. PROGRAM MISSIONAND 1. STANDARDS FOREXCELLENCE –GUIDINGPRINCIPLES the of Allnonprofit are organizations encouraged to pledgeto commit to theGuiding Principles the public. andto to contributors, to benefitfrom itsobligations thosewho isfulfilling organization itsprograms, ry and liability concerns. andliability ry Organizationsshouldcond nization’s purposes. charitable theorga- records are kept andthat theorganization’s financialresources of are usedinfurtherance Anonprofit’s financial system shouldensure that accurate financial requirements. regulatory legaland Nonprofits must practice adiverse soundfinancialmanagementandcomply with of array provide andeffective formeaningful performance evaluation. and establishclearexpectations, andshouldbefair, address bothpaidemployees andvolunteers, An organization’s human resource policies should administrative capacities. andprogrammatic ingovernance, serving Volunteers occupy place aspecial innonprofit organizations, mission. A nonprofit’s relationship to itsemployees andvol interest. orperceived conflicts of potential, to prevent actual, andshouldroutinely andsystematically implementthosepolicies, cies inplace, Anonprofit shouldhave poli- third parties. personalinterests ortheinterests of of in furtherance than rather theorganization, inthebestinterest membersshouldact of Nonprofit board andstaff monitor theorganization’s performance. financial andprogrammatic andactively are contributions) andcharitable available, government andgrants, contracts income, andfinancialresourcesthat adequate human resources (earned (volunteer and/orpaidstaff) ensure establishmanagementpoliciesandprocedures, theorganization, determine themissionof An effective nonprofit board should theorganization. areuals who committed to themissionof individ- directors thatshould consist of volunteer board of Nonprofits are governed by anelected, its stated purpose. to theorganization achieving tion to ensure effectiveness program andto devote theresources of Nonprofits have anobliga- should effectively andefficientlywork toward thatmission. achieving Anonprofit should activities. specific program Nonprofits are foundedforthepublic goodandoperate to accomplish through astated purpose Standards forExcellence and to work toward outlined. andprinciples implementingthepractices aeawl-eie iso,anditsprograms have awell-defined mission, unteers to isfundamentalto achieve itsability its uct periodic reviews to reviews addressuct periodic regulato- 1. MISSION AND PROGRAM MISSIONAND 1. STANDARDS FOREXCELLENCE: PUBLICAFFAIRSPOLICY PUBLIC AND 8. FUNDRAISING 7. OPENNESS 6. B. Organizational Evaluation Organizational B. Mission A. its stated purpose. to theorganization achieving tion to ensure effectiveness program andto devote theresources of Nonprofits have anobliga- should effectively andefficientlywork toward thatmission. achieving Anonprofit should activities. specific program Nonprofits are foundedforthepublicgoodandoperate to accomplish through astated purpose thecommunity. volunteers andconstituents to inthepublicaffairsof participate staff, aswell asby board encouraging members, through publiceducationandpolicy advocacy, serve they thepeople Nonprofits shouldrepresent theinterests of improve theircommunities. Nonprofits vehicles provide organize andwork through which important individuals together to donors andprospective donors. theinterests of andrespectful of capacity, itsorganizational compatible with itsmission, with Its policiesshouldbeconsistent fundraising andresponsible stewardship. truthfulness dation of An organization’s shouldbemaintainedonafoun- program fundraising nonprofit organizations. most forthework of financialsupport source provides animportant fundraising of Charitable theorganization. expresspublic who interest intheaffairsof the Anonprofit shouldalsobeaccessible andresponsive to membersof andfinances. activities, program abouttheirmission, information shouldprovide they thepublicwith As such, public. Nonprofits from thegeneral support are forpublicbenefitwith thatoperate private corporations continued, or new programs needto ornewprograms bedeveloped. continued, ordis- itscurrentshouldberevised programs needs to bemodifiedto reflect societalchanges, themission shouldevaluate whether Theorganization continuesneed foritsprograms to exist. the 3to 5years) every to determine if itsmission(e.g. A nonprofit revisit shouldperiodically purpose. organization’s The should beconsistent itsstated activities with stated. andspecifically mally shouldbefor- directors, asdefinedandapproved by theboard of The organization’s purpose, aeawl-eie iso,anditsprograms have awell-defined mission, 67 Appendices Appendices 68 .GOVERNING BODY 2. D. Program Service Program D. Evaluation Program C. A. Board Responsibilities Board A. performance. financialandprogrammatic monitor theorganization’s management, andactively are contributions) andcharitable available, government andgrants, contracts income, andfinancialresourcesthat adequate human resources (earned (volunteer and/orpaidstaff) ensure establishmanagementpoliciesandprocedures, theorganization, determine themissionof An effective nonprofit board should theorganization. areuals who committed to themissionof individ- directors thatshould consist of volunteer board of Nonprofits are governed by anelected, gram participants. gram pro- Nonprofits shouldregularly monitor thesatisfactionof procedure to address complaints. andshouldprovide personalinformation agrievance place thatprotect theconfidentiality of anonprofit shouldhave policiesin Where appropriate, respect. with and treat served persons professionalism theutmost anonprofit shouldactwith In providing orservices, itsprograms beusedto make changes. programmatic necessary, when and, theorganization effectiveness of beusedto strengthen the Evaluations shouldbecandid, input from participants. program Evaluations shouldinclude andtheoutcomes participants. forprogram them, achieving of to these impacts thecost therelationship of address efficiencyandeffectiveness, programmatic Theseprocedures should andprojects itsprograms inrelation to itsmission. and quantitatively, cost-effective A nonprofit shouldhave defined, ueo theorganization. ture of theoverall compensation struc- theappropriateness of review The board shouldperiodically to thefullboard. detailsshouldbereported cases where committee adesignated theseresponsibilities, performs In andevaluate the director’s performance atleastannually. set theexecutive’s compensation, The fullboard committee orsomedesignated themanagementletter. dations of the organization’s annual auditandmanagementletter andplanto implement therecommen- board full The shouldalsoapprove of thefindings andfundraising. administration, program, theorganization’sresources spenton the board the percentages shouldreview of et process, theannual budg- of As part the organization’s financialperformance inrelation to thebudget. The board annually shouldapprove theorganization’s shouldassess budgetandperiodically personnelpolicies. where applicable, ing financialand, includ- theorganization, The board shouldestablishpoliciesfortheeffective managementof theorganization’s toward programs themission. achieving andto evaluatethesuccess of sion, to goalsandobjectives definespecific related to themis- theorganization, mine themissionof to deter- asnecessary planningactivities The board inlong-term andshort-term shouldengage o theboard shouldhire theexecutive director, of procedures for evaluating, both qualitatively both procedures forevaluating, .CONFLICTOFINTEREST 3. C. Board Conduct Board C. Composition Board B. .Cnlc fInterest Policy Conflict of A. interest. orperceived conflicts of potential, to prevent actual, and shouldroutinely andsystematically implement thosepolicies, cies inplace, Anonprofit shouldhave poli- third parties. personalinterests ortheinterests of of in furtherance than rather theorganization, inthebestinterest membersshouldact of Nonprofit board andstaff and committee members. to shouldbemaintainedanddistributed board theboard, intheplacemittees acting when of Written meetingminutes reflecting theactions pliance. Thesepolicies board membersatboard meetings. shouldhaveThe organization policiesthataddress attendance of written andparticipation theboard shouldmeetfour(4)timesayear. At aminimum, theorganization. of The board shouldmeetasfrequently asisneeded activities. andprogram committee service, activities, infundraising participation The board shouldestablishstated expectations for newboard members. theselectionof andwhere appropriate, ance, atleastever (i.e., periodic board members, ment of The board isresponsible oper foritsown members may onlybereimbursed forexpenses direc compensationBoard without membersshouldserve thecommunities by served theorganization. Board membershipshouldreflect thediversity of board members. The organization’s of bylaws term limitsfortheservice should setforth are preferable. Seven (7)ormore directors The board should have nofewer thanfive (5)unrelated directors. must ensure thattheemployee notbeinapositionto exercise will undueinfluence. thecircumstances theboard, isavoting theorganization memberof Where anemployee of neededto skills andpossessthespecific accomplishthe organization themission. are committed who individuals personally to themissionof The board shouldbecomposed of cin yteuivle ebr ftebado directors. theboard of actions by theuninvolved membersof trans- individual of andshould provide forreview orpotential actual conflicts, for disclosure of procedures should setforth interest concerns, conflict thatraise of conduct ortransactions of Thepolicyshould identifythetypes theorganization. regarding theresourcesing authority of andto volunteers have who independent decision mak- significant boardall membersandstaff, policyshouldbeapplicable to The interest policy. Nonprofits shouldhave conflict of a written ations, including the education, training anddevelop- training including theeducation, ations, ftebad nldn eot fboard com- of includingreports theboard, of to andadequately fully conduct thebusiness should includeaprocess to address noncom- tly related to carrying outtheirboard service. tly related to carrying y two years) evaluation of its own perform- itsown y two years) of evaluation or ebr,includingexpectations for board members, o hi evc sbadmmes Board asboard members. for theirservice 69 Appendices Appendices 70 .HUMAN RESOURCES 4. .Cnlc fInterest Statements Conflict of B. .Personnel Policies A. provide andeffective formeaningful performance evaluation. and establishclearexpectations, andshouldbefair, address bothpaidemployees andvolunteers, An organization’s human resource policiesshould administrative capacities. andprogrammatic ingovernance, serving Volunteers occupy place aspecial innonprofit organizations, mission. A nonprofit’s relationship to itsemployees andvol .Employee Orientation C. Employee Performance Evaluation B. thereafter. theindividual’s andatleastannually theorganization initialaffiliationwith at thetimeof both andvolunteers, staff, statement shouldbeprovided by to board andsigned members, The theorganization. businesswith hasinany which transacts businessentity diate family, theindividual’s imme- oramemberof teer to discloseany interest known thattheindividual, employee orvolun- interest statement shouldprovide space fortheboard member, conflict of The interest policy. theorganization’s conflict of statement thekey thatsummarizes elementsof interest andvolunteers aconflict of with staff, Nonprofits shouldprovide board members, ongoing supervision andevaluation, ongoing supervision forappropriate to work andtraining responsibilities, assignment tial assessmentorscreening, theorganization’s policiesandprocedures should alsoaddress ini- With respect to volunteers, records andclientorganization andinformation. employee, confidentiality of employee anddevelopment, growth procedures, grievance andfiring, hiring supervision, ation, vacationandsicklea employee benefits, tions, working condi- theemployment relationship (e.g. In additionto covering basicelementsof theorganization. employees all andvolunteers of governing thework of andactions directors, approved by theboard of A nonprofit shouldhave personnelpoliciesandprocedures, written isadteeSadrs andshouldacknowledge thereceipt inwriting. cies andtheseStandards, thepersonnelpoli- Employees acopy shouldbeprovided with of the Standards forExcellence. to andanintroduction positiondescription, organization’s policiesandprocedures, personnel the of which includesreview shouldreceive theorganization anorientation, New employees of which shouldtake place atleastannually. their respective supervisors, employees by shouldhaveOrganizations of asystem evaluation inplace forregular written and responsibilities. A nonprofit shouldhave jobdescriptions written and opportunities foradvancement.and opportunities unteers to isfundamentalto achieve itsability its e,thepoliciesshouldaddress employee evalu- ve), for each employee thatclearlyidentifiesroles .FINANCIALLEGAL AND 5. .LegalCompliance and Accountability B. Financial Accountability A. concerns. andliability ry Organizationsshouldcond nization’s purposes. charitable theorga- records are kept andthattheorganization’s financialresources of are used infurtherance Anonprofit’s financialsystem shouldensure thataccurate financial requirements. regulatory legaland Nonprofits must practice adiverse soundfinancialmanagementandcomply with of array ayo h eut fterve ommeso h or fdirectors. theboard of to membersof thereview theresults of of mary requirements andfinancialreporting regulatory andshould provide asum- existing legal, with theorganization’s compliance Nonprofits conduct of aninternal review shouldperiodically the decisionwasmade. directors andshallbe be madeby theboard of insurance coverageal liability orDirectors insurance coverage andOfficers liability only shall decisionto A forego gener- theorganization’s anditsfinancialcapacity. activities and extent of thenature assesstheneedforinsurance coverage shouldperiodically Organizations of inlight andtaxation. andpoliticaladvocacy, lobbying human resources, documentretention anddestruction, financialaccountability, licensing, related to fundraising, laws complying with andregulations activities: thefollowing but isnotlimited to, may include, This andlocallaws. state, applicableFederal, all andcomply with Nonprofits must beaware of and(d)unrestricted current netassets. (c)purchasing practices, trol procedures, (b)internal con- theorganization theassetsof (a)investment of governing: their organization should haveOrganizations financialpoliciesadequate forthesize andcomplexity written of improprieties.retaliation reporting persons against resources organization andshouldhave inplace apolicyprohibiting ormisuseof impropriety An shouldprovide organization employees aconfidential meansto suspectedfinancial report Publicshould beaudited by aCertified Accountant. thefinancialreports theaccuracy of $300,000, For nonprofits annual revenue with inexcess of expenses. should identifyandexplain any andbudgeted between actual revenues variation material and and directors, shouldbeprovided to theboard of pared nolessfrequently thanquarterly, Internal financialstatements shouldbepre- theorganization. of reflect thefinancialactivity A nonprofit shouldcreate onatimelybasisthataccurately andmaintainfinancialreports directors. board of A nonprofit shouldoperate inaccordance anannual budgetthathasbeenapproved with by the reflected intheminutes forthemeetingatwhich uct periodic reviews to reviews addressuct periodic regulato- 71 Appendices Appendices 72 .OPENNESS 6. .FUNDRAISING 7. .Public Access B. Annual Report A. theorganization. expresspublic who interest intheaffairsof the Anonprofit shouldalsobeaccessible andresponsive to membersof andfinances. activities, program abouttheirmission, information shouldprovide they thepublicwith As such, public. Nonprofits from thegeneral support are forpublicbenefitwith thatoperate private corporations .Fundraising Activities A. donors andprospective donors. theinterests of andrespectful of capacity, itsorganizational compatible with itsmission, with Its policiesshouldbeconsistent fundraising andresponsible stewardship. truthfulness dation of An organization’s shouldbemaintainedonafoun- program fundraising nonprofit organizations. most forthework of financialsupport source provides animportant fundraising of Charitable icoueo nomto ommeso thepublic. to information membersof disclosure of Federal andstate laws thatrequire of boththeletter andthespirit ization iscomplying with memberwhoisresponsible to ensure thattheorgan- Nonprofits shouldhave atleastonestaff theorganization. tive of to communicate anappropriate opportunity representa- with ameaningful with organization the thepublicwhoexpress aninterest intheaffairs of Nonprofits shouldprovide membersof staff. directors andmanagement theorganization’s board of shouldalsoidentifythenames of report The applicable)financialdata. andbasicaudited (if activities, program organization’s mission, aboutthe information andmake available annually to thepublic, Nonprofits shouldprepare, opoisms oo h nw netoso oo eadn h s fdonated funds. adonorregarding theuseof Nonprofits must intentions honor theknown of should behonored. acontribution All statements madeby thenonprofit appealsabouttheuseof initsfundraising thesolicited funds. andtheintended useof itsmission, identify theorganization, Solicitation andpromotional andshouldcorrectly shouldbeaccurate materials andtruthful organization. individual orshouldbeableto justifywhy isnotappropriate a3:1ratio forthe toward thisgoal, achieving are thatthey makingsteady islessthan3:1shoulddemonstrate ratio progressfundraising whose Organizations that are at least three onconducting timestheamountspent them. anonprofit shouldrealize revenue from andotherdevelopment activities fundraising period, over afive (5)year Onaverage, A nonprofit’s costs fundraising shouldbereasonable over time. .PUBLICAFFAIRSPOLICY PUBLIC AND 8. .Fundraisers D. Gifts Acceptance of C. DonorRelationships andPrivacy B. .Public Policy Advocacy A. thecommunity. volunteers andconstituents to inthepublicaffairs of participate staff, aswell asby board encouraging members, through publiceducationandpolicyadvocacy, serve they thepeople Nonprofits shouldrepresent theinterests of improve theircommunities. Nonprofits vehicles provide organize andwork through which important individuals together to ftheorganization. of are orbusinesseswho to known onbehalf besolicitingcontributions other organizations, contractors, consultants, volunteers, shouldexerciseOrganizations control over any staff, authorities. tered applicableregulatory with professional solicitors counsel andfundraising whoare properly regis- of only usetheservices should organizations apaidprofessional consultant, fundraising When of usingtheservices orothercommission theamountraised formula. compensated basedonapercentage of should notbe includingbothemployees andindependentconsultants, Fundraising personnel, theorganization’s capacity. missionandorganizational of to andwhether accept anunusual inlight orunanticipated gift beaccepted, which will property of thetype beaccepted, forwhich donationswill thepurposes accept will agift, organization should includeprocedures to determine any orentitiesfrom limitsonindividuals which the Thesepolicies itsregular activities. fundraising thatareitable gifts received inthecourse of char- An shouldhave organization policiesinplace to govern theacceptance anddispositionof thedonororpotential donor. theneedsandinterests of ful of andshouldberespect- Solicitations shouldbefree from undueinfluence orexcessive pressure, tations from in-houselists. Nonprofits shouldhonorrequests by repeated adonorto ortelephone curtail solici- mailings or exchanged. rented, ing listswhich are sold, Nonprofits to have shouldprovide donorsanopportunity theirnamesremoved from any mail- released. notbepublicly orotherinformation theirgift, theamountof mous andthattheirname, Nonprofits to prefer state thatthey to shouldprovide remain donorsanopportunity anony- tion thatadonorreasonably would to beprivate. expect informa- donorsandsafeguard theconfidentiality of Nonprofits of shouldrespect theprivacy ization determines positions on specific issues. ization determines positions onspecific Nonprofits shouldhave policyonadvocacy a written definingtheprocess by which theorgan- 73 Appendices Appendices 74 www.standardsforexcellenceinstitute.org. visit thebooklet, joining theStandards forExcellence Institute orto obtainadditionalcopies of nonprofits pr vidual through arigorous peerreview Standards forExcellence isavailable certification to indi- their governance andmanagementpractices. educationaltools to a comprehensive system of Accountability Code fortheNonprofit Sector. theInstitute’s isthe program The centerpiece of andNorth Carolina. Louisiana, Georgia, Pennsylvania, Nonprofit replicated andinitially Organizations by state nonprofit associationsinOhio, Association of by self-regulation theMaryland originated nonprofit sector industry asystem of Excellence program, TheInstitute uses asavehicle the Standards for to thesestandards by nonprofit all organizations. andto facilitate adherence andoperations, management, and accountability innonprofit governance, ethics The Standards forExcellence Institute isanationalinitiative to promote standards of thehighest www.standardsforexcellenceinstitute.org. 410-727-1726, MD21230, Baltimore, Street Suite 201, must receive from permission theStandards forExcellence written Institute at190 Westsystem, Ostend recording orby any storage retrieval otherinformation includingphotocopying, tronic ormechanical, elec- or by any means, toOthers seekingpermission reproduce thisdocumentinany ortransmit form, from permission theStandards forExcellencewritten Institute. Accountability Code fortheNonprofit Sector ©1998–2004 Standards forExcellence Institute. .Promoting Public Participation C. Public Education B. assuring that the activities of the organization are strictly nonpartisan. are theorganization strictly of thattheactivities assuring Nonprofits incommunity bediligentin inpromoting affairsshall engaged publicparticipation understood. uted to thepublicisfactuallyaccurate andprovides sufficientcontextual to information be Nonprofits shouldensure thatany provided educationalinformation to themediaordistrib- The Institute alsomakes available to memberorganizations is reprinted by TheChurch in RoundtableAmerica with enable individual nonprofitenable individual to organizations improve cs nslce oain.For about information ocess inselected locations. The Standards forExcellence: An Ethics and The Standards forExcellence: An Ethics and .Aothl flyepebleecuc edr r u ftuhwt h at.Younger thelaity. touch with and lesscom- believe church laypeople leadersare outof of About half 4. thesex scandalbelieve “the Church churchgoing Catholicswhoare aware of About two-thirds of 3. nearly it, thosewhoare aware of Of Catholicshave heard aboutthescandal. About 90percent of 2. there hasbeenasharp reasons rooted in cultureAmerican andtheChurch itself, of For avariety 1. Specific Findings especiallyinparishes. church life, desire There alsohasbeenarising forfinancialaccountability andlay levels leadershipatall of well. been compounded by thelaity’s perception thatthe bishopshave thesexual nothandled abusescandal there hasbeenalong-term laypeople, In themindsof Statement Summary GOVERNANCE 2004 July 9–10, Philadelphia, Economics, The Wharton School of Leadership Roundtable 2004, Prepared forTheChurch in America: Purdue University Davidson, by James D. Research on Catholics American from Findings Recent andFinances: Human Resources, Governance, Appendix D mitted Catholicsare more likely to feel specifically related to thescandal. and about80percent thinkeach bishop independentaudits), (e.g., should bemademore accountable onissuessuch aschurch finances” theiceberg.” reported to date are onlythetipof andthatthe “casesAbout thathave 6in10believe thebishops been “are covering up thefacts” failure to st three-quarters believe thebishops’ longbefore therecent thelaity sex scandal. of andactions thoughts overdecline inepiscopal authority thelast30to this way committed thanolderandhighly Catholics. should fully disclose all financialcosts discloseall should fully andsettlements op theabuseisabiggerproblem thantheabuseitself. decline in episcopal authority —atrend thathas decline inepiscopal authority 0yas Bishops beganto losecontrol over the 40 years. 75 Appendices Appendices 76 .Aottotid fUS ahlc r ht o-ipnc.Atog siae fhow many estimates of Although Catholicsare white non-Hispanics. U.S. About two-thirds of 3. European white Catholicswith have ancestries experienced agreat dealof Over thelast100 years, 2. estimates thatthere The2003OfficialCatholicDirectory are Catholicsinthiscountry. 66million 1. Specific Findings priests. of shortage thegrowing solving, and coping with, alsoare They reaching conclusions theirown aboutways of orthodoxy. religious els of returning to earlierlev- andshow of nosigns (andtend to with), asperipheral disagree view ones they distinguishbetween teachings consider Laypeople they core (andtend to accept) and think foritself. non-Europeanincreasingly populationthatisnotasattached to theChurch andismore inclinedto Ch obeying Europeans of stressed who theimportance Catholicshave beentransformed U.S. Since the1950s, Statement Summary HUMAN RESOURCES do commitment priests believe parish andlevels of allgenerations Catholicsof Over 90percent of 8. shouldhave Catholics believe laypeople asay intheselectionof Two-thirds to three-quarters of 7. registered parishioners Three-quarters of are laypeople registered parishioners. About two-thirds of 6. of amajority to thesex prior scandal, In 1999, 5. ahlc r fia-mrcn about2 percent ar Catholics are African-American, About 4percent of thebest estimate isabout25percent. widely, Catholics are Hispanic vary theChurch. of the history today’s Catholicsare themosteducated andprosperous in generation As aresult, upward mobility. er thanthe66millionCatholicsreported inOCD. larg- self-identifiedCatholicsisalmostcertainly Thetotal number of aparish. no relationship with It doesnotincludepe parishes. some contact with have who registered andnon-parishioners parishioners atleast This estimate reflects thenumber of just followers. to donotexpect laypeople beleaders, priests thosewhoare low incommitment) believe thatmost but4in10(andeven more of a goodjob, priests. their parish church life. Catholicswhoare notregistered are inaparish lessactive inallphasesof Theone-third of parish. timeto their 3in10say donate they alotof in 10say andactivities; programs attend they parish Four theirlives onaregular andread bulletin basis. theparish of part say isanimportant theparish 55percent). Vatican level, 61percent; diocesan level, 66percent; the Church level, (attheparish would said they like to seemore decision-makingin democratic committedhighly to theChurch, ahlc nalgnrtos includingthosewhoare Catholics inallgenerations, ople whoidentifythemselves asCatholicbuthave rmawrigcaspplto flargelywhite from aworking classpopulationof sa,and1percent are Native American. e Asian, urch teachings into and amore privileged 4 eeainldfeecsi eifadpatc r agrta ail tnc edr andregional gender, ethnic, are andpractice largerthanracial, differences Generational inbelief 14. than truth Catholicssay theChurch hasalargershare of of amajority Reflecting Church teachings, 13. Real thefaith(e.g., Catholicsdifferentiate between Church consider teachings they thecore of 12. post–Vatican IICatholics)believe private of (andnearlyhalf laypeople Onlyabout38percent of 11. thepercent- between two take Catholicsstill marriages place intheChurch, of amajority Although 10. Mass attendance among church Although attendance amongProtestants hasremained stable, 9. In 2003, people(especiallywomen) inlay ministry. There hasbeenanincrease inthenumber of 8. Protestant while Catholicparents usedto emphasize obedience, child-rearing practices, In terms of 7. enrollment Although atCatholiccolleges anduniversities since 1950(from hastripled 230,000to 6. it what of Catholicyoungsters schools islessthanhalf attending Catholicgrade Thepercentage of 5. .Aot1 ecn fCatholicswhoare 18years of About 17percent of 4. larger than the gap betweenlarger thanthe gap the Vatican II andpost–Vatican IIgenerations. between thepre–Vatican thegap andthe IIgeneration Vatican Overall, is IIgeneration differences. andthatthe world’s majorreligions to, one belongs one alsobelieve they thatif society, ly pluralistic seekto asthey beecumenicalinourhigh- Yet, couldand they notbeashappy insomeotherchurch. would they never leave theChurch, theirlife, of theChurch part isanimportant other religions, considerones they peripheral. alsoare They more inclined to accept teachings consider they core than control). birth punishment, capital oroptional(e.g., consider God)and onesthey peripheral astheMother Mary of Presence, Catholicsto goto Confession each year. of than half to findthatless soitisnotsurprising theCatholicfaith, of confession isanessentialpart to apriest post–Vatican IICatholics). among pre–Vatican IICatholicsto aboutone-third of takingplace outsidetheChurch such marriages isincreasing (from nomore than10percent age of Mass attenders goingto Communion hasincreased. percentage of Thisdeclinehasbeensteeper among weekend. Catholicswent to church every when75percent of since the1950s, Catholics hasdeclinedby half programs. information another 35,000laypeople with there were more lay ministry, (about27,000)inparish ministers (about30,000)thanpriests thinkingforone’s self. of importance Now C parents emphasized thinkingforone’s self. that are notCatholic. Catholicstudents about90percent of about 750,000), hasincreased fromgrams 37percent to 61percent. Catholicchildren educationpro- are religious who inparish-based thepercentage of Meanwhile, Catholic studentsattending parochial schools (d high fromwas inthe1950s(down 45percent to 20pe 1961). since (born generations thepost–Vatican IIand “millennial” are membersof andhalf to 1960), one-third belo inorbeforeation (beingborn 1940), one oot hnodroe.Mawie the Meanwhile, younger thanolderones. cohorts eivsi o,itdoesnotmatter which religion believes inGod, cn) Basicallythesamepattern appearsamong rcent). age orolderbelongto thepre–Vatican IIgener- r qal odwy ffindingultimate truth. are goodways equally of ng to Vatican between 1941 (born IIgeneration atholic parents are justaslikely to stress the attend publicinstitutionsorprivate schools own fromown 25percent to 14percent). 77 Appendices Appendices 78 2002 and2003. active religiously Catholicsnotcontribu percentage of andthe to contributions while dioceses have become conditional, increasingly have not changed much, to Contributions parishes exceedstheir contributions thenumber saying ithasincreased theirgiving. thenumber saying ithasdecreased ple say thesexual abusescandalhasnotaffected theircontributions, laypeo- While of amajority needsareand spiritual mostlikely to contribute to theChurch financially. are andbelieve theirparishes meetingtheirsocial have feel they asay decisions, inparish stewardship, Parishioners have who astrong senseof and greater intheChurch’s lay participation financialaffairs. the whogive about 1percent of Catholics, U.S. Statement Summary FINANCES Three-quarters of from hasrisen to 1:650in1950to laypeople 1:1,493in2003. priests of Theratio 17. Duemainlyto differences between Church onissuessuch asabortion, teachings andtheirviews 16. there are Although thattoday’s somereports intheirreli- young adultsare increasingly “orthodox” 15. 0 When asked aboutsolutionsto theshor 20. thelaity’s are (from priorities mostto least When asked shortage, aboutcoping thepriest with 19. a Theaverage size of ismadeworse by Theshortage life. atleastthree aboutparish additionalfacts 18. ahlc,btfwrcmitdCtois prv h riaino women. approve theordination of butfewer committed Catholics, Catholics, all of Amajority andallow whohave to priests return to ministry. married men, ordain married thinkitisag committed highly Catholics, of majority ahlc r wr ftegoigsotg,andone-q thegrowing shortage, Catholics are aware of young men. young women are more alienated from theChurch than andwomen’s ordination, control, birth such atrend innationalstudies. of noevidence there isvirtually values, beliefsandmoral gious or perform lastrites. or perform thesick to visit andnothaving apriest parishes, merging having occasional Communion services, Masses, reducing thenumber of deacons andlay ministers, increasing thenumber of acceptable): privacy). andalackof laity, theunrealistic demandsof theheavy work load, in theChurch, isexercised theway authority loneliness, working conditions with intoday’strations (e.g., parishes five young within years menleaving thepriesthood frus- report of to one-quarter one-half Finally, andwomen (whoare religious even closerto over 60), (whoalsoare religious men deacons permanent (whoare over 60), age), (who average 50years of Lay ministers only5percent with being18–34. active is59, diocesan priests Theaverage ageof 34. 35percent with beingbetween 18and is48, thelaity average The ageof andchurchlaity leaders. There alsoisanagegapbetween the hasincreasedparish from 1,800to 1950to over 3,000in2000. ae oeta w-hrso ..Ctois includinga Catholics, U.S. more thantwo-thirds of tage, ricm oteCuc,want fullfinancialdisclosure ir income to theChurch, ting to nationalcollections increased between ood ideato make celibacy optionalforpriests, 70)donotprovide asolutionto thisagegap. uarter sayuarter ithasaffected thempersonally. 8. Between 2002 and 2003, the percentage of religiously active religiously to Catholicsnotcontributing national thepercentage of Between 2002and2003, 8. active religiously continue laypeople localparishes to support Since thesexual abusescandal, 7. Catholicssay thesexual abusescandalhashadnoeffectontheirfinancialcon- About 80percent of 6. and share decision-making, feel they inparish stewardship, Catholicswhohave astrong senseof 5. financialdisclosur Catholicswantfull of Aclearmajority 4. .About Catholics(andaboutthree-q 6in10single 3. pre–Vatican IICatholics)said Catholics(andnearly90percent of married About three-quarters of 2. Themedianfor themedianfamilyincome in2003wasabout$56,000. Catholics, Among married 1. Specific Findings collections increased from 19to 27percent. andmore donotwantto dosobecausethey punishdiocesan charities. ops, Fewer theirdioceses theirbish- simplyto Catholicssupport support collections. through Offertory affected thanto their contributions say ithasincreased them. Catholicsare Other more to theChurch. tributions andtreasure thanotherCatholicsdo. to theirparishes ent, tal- theirtime, are needscontributebelieve more theirparishes meetingtheirsocialandspiritual of havedonations untilthey more voice infinancialdecisions. shouldwithhold believe thelaity laypeople about40percent of church life; atalllevels of reporting Catholicsbelieve thattheChurch needsbetter financial two-thirds of how fundsare parish spent; 80percent shouldhave believe thelaity asay in onsettlinglawspent church suitsagainst leaders; About 80percent believe Church shouldshow reports how much hasbeen money financial affairs. The rest were more likely to say were theircontributions lower thanto say were they higher. About 60percent hadnotchanged saidtheircontributions from year. theprevious just over $200. Catholicswas amongsingle Themediancontribution contributed toeration) the Church in2002. as likely to say haddeclinedasto theircontributions say hadincreased. they Therest were twice hadnotchanged Catholicssaidtheircontributions from 2001. married cent of post–Vatican Just IICatholicsand$600for overVatican 60per- IIandpre–Vatican IICatholics). wasabout$500($400for Theirmediancontribution contributed tothey theChurch in2002. from $21,000forpost–Vatican$28,000 (ranging IICatholicsto $36,000for Vatican IICatholics). Among single itwasabout$57,000. II Catholics, andforpost–Vatican for Vaticanpre–Vatican IICatholicsitwas$68,000; IICatholicswas$37,000; ahlc,themedianfamilyincome wasabout Catholics, uarters of single Catholicsinthe single Vatican IIgen- of uarters likely to thatthescandalhasadversely report e and greater participation intheChurch’se andgreater participation 79 Appendices